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Process mapping is a tool that is used to understand, analyse and document processes and activities in an organisation and assist in identifying opportunities for improvement A process map displays the sequential steps involved in converting a specific input into the required output
What is a Process?
Typical reasons for conducting process mapping include: To improve a process, you must understand the process Complexity of processes and lack of understanding constrains managements attempts to improve processes Analytical skills and process mapping skills allow us to understand and communicate processes to management, staff and users Identifies efficiency issues and where systems can support these
1.
Identify the process or taskyouwanttoanalyze.Definingthescopeofthe processisimportantbecauseitwillkeeptheimprovementeffortfrom becomingunmanageable. Ask the peoplemostfamiliarwiththeprocesstohelpconstructthechart. Agree on the starting point and ending point.Definingthescopeofthe processtobechartedisveryimportant,otherwisethetaskcanbecome unwieldy. Agree on the level of detail you will use.Itsbettertostartoutwithless detail,increasingthedetailonlyasneededtoaccomplishyourpurpose
2. 3.
4.
5. Look for areas for improvement Istheprocessstandardized,orarethepeopledoingtheworkindifferentways? Arestepsrepeatedoroutofsequence? Aretherestepsthatdonotadvaluetotheoutput Aretherestepswhereerrorsoccurfrequently? Aretherereworkloops? 6. Identify the sequence and the steps taken to carry out the process. 7. Construct the process flow chart either from left to right or from top to bottom, using the standard symbols and connecting the steps with arrows. 8. Analyze the results. Where are the rework loops? Are there process steps that dont add value to the output? Where are the differences between the current and the desired situation?
Process mapping can be extremely valuable because it can identify improvements in a number of aspects in the work place, including:
Increases understanding of the work process Provides understanding of resource allocation Documents training procedures Tracks workflow Increases staff awareness
Implementation Implementation
Deliverables
Turn TV On
N o
Yes
N o Yes
Plug in TV
Is picture good?
Yes
N o
C TV repair all m an
N o Yes
Adjust knobs
Is picture good?
No
An action plan for implementation containing identified and prioritised suggestions for improvement. Documented differences between existing work flow and Best Practices. Identified problem areas using root cause analysis
W atch program
Yes
Problem
Documented existing work flow with Suggestion for improvement highlighted problems. Quick Fix
Problem Effect Solution Due date
PEOPLE
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1. Automate..........
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2. Simplify........
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x x x xx
3. Eliminate.......
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Performance
Action/Process
End
Start or End
Start
Document
On Page Connector
No
Decision
Yes
ACTIVITIES
The key activities of the process area
INPUTS
The main sources of data input for each activity
OUTPUTS
The key deliverables of each activity
CUSTOMERS
Recipients of the outputs of each activity (internal & external)
PIs
Key Performance Indicators e.g. cycle time for process
VOLUMES
Key volumes related to an activity e.g.no. of items produced per day
Facilitating
Prepare Use standard flowchart symbols Flow from top left to bottom right Bring people together who know the process to prepare Execute Use group facilitated sessions with process owners Use individual interviews where appropriate Document process and technology opportunities for improvement as you go Understand cost, quality and time (processing time and elapsed time) implications as you go
Start with a high-level flow (Context Diagram) and then drop to the next level of detail if necessary (i.e. sub processes) Define the beginning and end of each sub process (stay focused) Define key inputs and outputs Walk through each key sub process step by step Don't waste time: If you get bogged down, take a break or move on to another area Identify process and technology opportunities for improvement as you go or at the end of each sub process Verify the accuracy of the flow
Expected results
Re-check the process by looking at the following: Start, end points and customers should be clear Inputs and outputs should be identified Indicate title of person / area responsible for each task A person not familiar with the process should be able to easily understand the flow without any explanation The level of detail should be adequate to describe inefficiencies
In teams, spend 15 minutes drafting a process map for sending a fax Use the Brown Paper Technique
Write activities on Post-it notes Stick them to the brown paper (or nominate someone to do this) Move Post-its around until activities have been properly sequenced Add other model components (function, resource, etc.) Remember to use swim lanes where necessary Run through process checking for accuracy
Start
Yes
No
Print fax
Defines area of responsibility for actionee Depicts a functional area or actionee e.g. department
Represents readable data such as printed output Refers reader to a follow-on process map
Yes
No
End