# Ch.2 Process Mapping - Operations Management - Dr. Katia Saliba 2024.pdf

Process Mapping 2 1 Chapter 2: Process Mapping INTRODUCTION INTRODUCTION One practice that can ensure a firm foundation is the act of process mapping. Whether processes are efficient or inefficient...

Process Mapping 2 1 Chapter 2: Process Mapping INTRODUCTION INTRODUCTION One practice that can ensure a firm foundation is the act of process mapping. Whether processes are efficient or inefficient, effective or ineffective, boring or exciting, they serve as the foundation required for all companies to function and improve. Mapping business processes is a critical exercise required for any company that wishes to automate, reorganize personnel, improve performance, merge, acquire or sell a business, meet regulatory requirements, or realize accelerated growth. The reason many organizations fail to sufficiently address and document their business processes is because it’s believed that everyone within the organization already understands these processes. Dr. Katia Saliba - Faculty of Medical Sciences - LU 2 Chapter 2: Process Mapping INTRODUCTION But seldom do all personnel have a consistent Understanding the basics of process mapping understanding of any one process or how it will help you better invest the time and money affects various other parts of the organization. necessary to continually update business A key element of all process improvement is to process documentation. define the sequence of activities undertaken, as a necessary step prior to any development of new improvements or changes. While anyone can create a process map, using process mapping as a tool for process improvement or process design can mean describing complex processes. Creating an accurate, understandable diagram of such processes takes specific skills and experience. This chapter aims to provide guidance and the basic principles of process mapping, while also describing various types of process maps. Dr. Katia Saliba - Faculty of Medical Sciences - LU 3 Chapter 2: Process Mapping INTRODUCTION WHAT IS PROCESS MAPPING? If someone asked you if your business processes were documented, would you know how to answer? Process mapping is the step-by-step description If your answer is that you wouldn’t know where of the actions taken by staff as they use a to look or that the processes were stored in an specific set of inputs to produce a defined set of out-of-date repository, or that you just weren’t outputs. sure, your organization is probably not collaborating well regarding its processes. The resulting process maps describe the inputs, the performers, the sequence of actions the There are two indisputable truths about performers take, and the outputs of a work processes: process, usually combining both words and 1. They are at the core of business operations simple graphics. and every organization runs on them. The maps may also include the elapsed time 2. Business staff are the real experts about how required to perform each step, systems the processes run and how they can be improved performers use, conditions of work, business in the future. rules, and several other elements. Dr. Katia Saliba - Faculty of Medical Sciences - LU 4 Chapter 2: Process Mapping INTRODUCTION Ultimately, process mapping is an exercise to identify all the steps and decisions in a process in diagrammatic form that: Displays the various tasks and activities contained within the process Describes the flow of materials, information, and documents Shows that the tasks transform inputs into outputs Indicates the decisions that need to be made throughout the process Demonstrates the essential interrelationships and interdependencies between process steps Enables you to examine processes thoroughly and develop improvements Dr. Katia Saliba - Faculty of Medical Sciences - LU 5 Chapter 2: Process Mapping INTRODUCTION Depending on the scope of the process in question, a process map may focus on a department, a business unit, a division, a work group, or even an individual performer. If the process involves a complex area such as a cross functional business unit, a series of maps may be produced beginning at the highest level of detail, for example, the business unit and how it’s connected to other areas, and then proceeding to lower levels, such as articulating the activities being conducted within each division or work group. Process mapping is typically conducted by a facilitator working with a small group of performers who are especially knowledgeable about the process or the techniques needed to conduct process improvements. Dr. Katia Saliba - Faculty of Medical Sciences - LU 6 Chapter 2: Process Mapping INTRODUCTION This group often includes the: Process Mapping is a pictorial, step-by- process owner, step description of the actions taken by staff subject matter experts or top performers, and as they execute processes. representatives of each work group that participate in the process. The facilitator prompts the group to define the departments involved, the process inputs and tasks (activities), the sequence of tasks, the resulting outputs, and any other elements of importance. This can be done using a traditional paper- and-pen method, such as Post-its on a wall, where activities are arranged and rearranged Another approach is to enter each process element into a software program that in sequence until stakeholders are satisfied automatically organizes the information into that the process is accurately and a process map. comprehensively portrayed. Dr. Katia Saliba - Faculty of Medical Sciences - LU 7 Chapter 2: Process Mapping INTRODUCTION WHAT ARE THE BENEFITS OF PROCESS MAPPING? One of the best ways to analyze a process is to make it visible. Process mapping also makes it easier for other stakeholders to add their knowledge and modify Process mapping offers an outlet for capturing, the processes as needed. analyzing, and improving the way your business works by providing a single format for all your Essentially, you’re creating a living, breathing business processes. document that can easily be updated as the team captures more and more detail about how As you document your processes, you can see your organization does business. and analyze all the details behind each activity. In doing so, process mapping creates a shared For example, understanding and overview of what is involved − Who performs the task? in a process. − Who is the business owner? − How long does it take? One of the largest benefits of a process map is − What resources are used throughout? that it delivers a graphical representation of a − What value does it create? complex or abstract idea. Dr. Katia Saliba - Faculty of Medical Sciences - LU 8 Chapter 2: Process Mapping INTRODUCTION Because everyone learns and ingests information differently, some individuals interact better with a picture than they would with a written or spoken narrative. Invoking a process map in a meeting, presentation, or a training class can help ensure everyone is getting the message and is on the same page. It has been estimated that people working in organizations can waste about a third of their time by redoing things that are incorrect, chasing things without result, querying incomplete instructions, or doing other people’s jobs. As it provides an overall view of the entire business structure, a process map can be understood as an outline for developing multiple management viewpoints and allows process improvement to be conducted on a clear, comprehensible, and customer-oriented basis. Dr. Katia Saliba - Faculty of Medical Sciences - LU 9 Chapter 2: Process Mapping INTRODUCTION There are many benefits to mapping ❖ Process mapping provides straightforward organizational processes: data that require little or no interpretation. ❖ Process mapping helps organizations ❖ Process improvement, process redesign, highlight the interactions of individuals or and process reengineering efforts depend work groups and how the work of one entity in large part on process maps to help reveal is affected by the work of another. opportunities to improve or standardize ❖ Process mapping can be adapted to processes. studying the work of entire organizations or ❖ Process maps assist with establishing and business units, functions, work groups, or documenting best practices. individuals. ❖ Mapping helps organizations plan ❖ Process mapping requires a small objectives, assumptions, and overall values. investment of time and employee ❖ Mapping exercises help prepare your involvement in order to collect a large organization to make the transition into amount of valuable data and helps identify system requirements analysis because quick-win improvement opportunities. they describe how the functions would ❖ Process maps can also serve as effective interact with a system to complete an activity educational and communication tools. step. Dr. Katia Saliba - Faculty of Medical Sciences - LU 10 Chapter 2: Process Mapping INTRODUCTION ❖ Business or process analysts can use ❖ Process maps promote and foster a process maps to structure business user process-centric attitude in the workplace requirements in order to be able to validate and get people to think together toward a them and document them for use by others. common goal in a structured way. ❖ Process mapping also helps articulate the types of information systems or applications used in a process, and is useful when projects involve integrating enterprise applications with current legacy and custom applications. ❖ Mapping business activities helps to document contingency, disaster recovery, and business continuity plans. ❖ Maps help teams stay focused on factual details, not on someone’s opinion. Dr. Katia Saliba - Faculty of Medical Sciences - LU 11 Chapter 2: Process Mapping INTRODUCTION Although there are many benefits associated ❑ Individuals who do not like working with with process mapping, there are also a few detail can find it very difficult to sit for the drawbacks: time usually required to create a process ❑ It requires a high level of facilitation skill to map. guide a group through the process mapping ❑ Unless proper maintenance and exercise. However, individual interviews can governance practices are in place, be used to gather information from parties documentation can become old. with a simple review upon completion. ❑ Process mapping is typically based on input from a small group of employees. Wider input can be achieved by circulating any draft maps to larger groups for review and feedback. ❑ As with most data collection methods, the quality of the data collected depends heavily on the accuracy of the information provided by participating employees. Dr. Katia Saliba - Faculty of Medical Sciences - LU 12 Chapter 2: Process Mapping FLOWCHART FLOWCHART A flowchart is an easy-to-understand diagram that shows how the steps in a process fit together. The simplicity of flowcharts makes them useful tools for communicating how processes work, and for documenting how to do a particular job. Furthermore, the act of mapping out a process using a flowchart can clarify your understanding of it and help you improve it. You can use them to: Define and analyze processes Communicate steps to other people involved in a process Identify bottlenecks Standardize a process Improve a process FIGURE 2.1 Troubleshoot a problem Sample flowchart. Dr. Katia Saliba - Faculty of Medical Sciences - LU 13 Chapter 2: Process Mapping FLOWCHART A flowchart uses shapes, words, and arrows to create a visual diagram of a specific process. Every step in the process becomes a shape on the diagram. Short text notes within each shape provide the details regarding the process. Flowcharts rely heavily on shape recognition and symbols to ensure information can be reviewed and ingested quickly— even when the process is fairly complex. Figure 2.1 illustrates a sample flowchart. FIGURE 4.1 Sample flowchart. Dr. Katia Saliba - Faculty of Medical Sciences - LU 14 Chapter 2: Process Mapping FLOWCHART How to Create Flowcharts The main steps to construct a flowchart are as follows: 1. Identify the process to be diagrammed. 2. Identify the start and end of the process you are describing or documenting. 3. Arrange all the required activities in proper order. Also, ensure that the dependencies between processes are clearly documented. You may not need to go into detail, but it should be noted at a high level. 4. Once the activities are documented and you have agreement that the sequence of activities is correct, use arrows to indicate the flow of the diagram. Flowcharts are easy to understand diagrams that show how steps in a process 5. Ensure agreement and alignment on the flow and fit together. documented process. Dr. Katia Saliba - Faculty of Medical Sciences - LU 15 Chapter 2: Process Mapping FLOWCHART How to Interpret Flowcharts Ovals are used to show where a process begins and ends, for example, and diamonds indicate Flowcharts are generally easy to interpret, even that a decision is being made, which causes the to the untrained eye. process to branch in one of two directions. A good flowchart should be intuitive so that the A rectangle indicates a specific activity, and the eye naturally begins with the start of the input and output from activities are depicted process. through an arrow. You usually read a flowchart from top to bottom or from left to right, and arrows should guide the reader through each step of the process. Simple shapes with text inside indicate actions, decisions, and the beginning and end of a process. Connectors in the form of arrows indicate relationships and the direction of the process. Dr. Katia Saliba - Faculty of Medical Sciences - LU 16 Chapter 2: Process Mapping FLOWCHART Tips for Creating Flowcharts 1. Start your mapping exercise by drawing a 4. Computer software is available for drawing rough map focusing on the main elements of flowcharts. the process. 5. Do not assign a technical expert to draw the 2. Identify and involve all key people in the flowchart. A process analyst or one of the flowcharting process. This includes those people who actually perform the process who do the work in the process, such as should do it. suppliers, customers, and supervisors. 6. Although you can draw flowcharts by hand, Involve them in the actual flowcharting it’s often much more convenient to use sessions or by interviewing them before the process mapping tools. This makes sessions, as well as by showing them the flowcharts easier to amend, and they can developing flowchart between work then be stored in a format that can be sessions and obtaining their feedback. retrieved easily. 3. Don’t worry too much about drawing the flowchart the right way. The right way is the way that helps those involved understand the process. Dr. Katia Saliba - Faculty of Medical Sciences - LU 17 Chapter 2: Process Mapping FLOWCHART Dr. Katia Saliba - Faculty of Medical Sciences - LU 18 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP CROSS-FUNCTIONAL MAP A cross-functional diagram, sometimes called a swim lane map, is a process map that provides richer information than a traditional flowchart. It can be expanded to show who does what, when tasks are done, and how long they take. The diagram uses a lot of the same shapes and notations that you find on a flowchart, but it divides the entire process into functions, or swim lanes, which make it easy to see what areas or persons are responsible for each step in the workflow. They can help you elaborate on what is originally drawn in a simple flowchart. Figure 2.2 outlines a sample layout for a cross- functional map. Dr. Katia Saliba - Faculty of Medical Sciences - LU 19 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP FIGURE 2.2 Sample cross-functional map. Dr. Katia Saliba - Faculty of Medical Sciences - LU 20 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP How to Create a Cross-Functional Map? The main steps to construct a cross-functional map are as follows: 1. Similar to the flowchart, ensure you’ve 3. Add steps to your swim lane diagram in the identified your start and end points. These same way you add them to a flowchart, should be well-defined triggers, outputs, or except steps must be presented both in a events. logical order and under their respective 2. It is then important to determine and function or group. document the lanes of your diagram. What 4. It is often recommended to trace activities are the departments, functions, or people you back from the end of a process to the are dividing the flowchart by? You could also beginning to force true analytical thinking and label the swim lanes with people or groups, drive out inaccuracy. such as report submitter, processor, approver, and check writer. Dr. Katia Saliba - Faculty of Medical Sciences - LU 21 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP Key Features Although the cross-functional maps carry many of the same features or benefits as those of the flowcharts, a swim lane diagram differs because it has the added benefit of depicting handoffs between distinct entities. Ultimately, cross-functional maps have three key features: 1. Swim lanes: Horizontal bands that show work activities in the context of each department responsible for executing a process 2. Workflow: Interrelated activities and resources deployed to execute a process 3. Supplier–customer relationships: The interface among internal organizations and external customers and suppliers of the organization Dr. Katia Saliba - Faculty of Medical Sciences - LU 22 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP How to Interpret a Cross-Functional Map Interpreting a cross-functional map is done As best as possible, trying to keep the flow or similarly to a flowchart—the symbols and shapes sequence of steps moving from left to right. mean the same thing. Avoiding confusing intersections of flow lines by Swim lanes provide you with added information at using over and under lines. a glance, by describing which functional area each Using a diamond-shaped box to indicate when a of the activities occurs in. decision is made in the process. Be sure to There are several common mapping conventions label the decision and the decision outcomes that improve the legibility of a cross-functional from the diamond. process map. These include: Drawing horizontal bands, also known as swim Using boxes to show the steps that make up the lanes, to represent the different functional areas process. that participate in the process. Be sure to label each band. Put the end customer of the process Drawing lines with arrowheads to show an input in the topmost band. or an output associated with each step. If possible, label any inputs and outputs so that If several areas jointly perform the same step, when you analyze the process, you can see the drawing the step box so that it includes (i.e., transformation or value of each step. crosses over) all the areas involved. Dr. Katia Saliba - Faculty of Medical Sciences - LU 23 Chapter 2: Process Mapping CROSS-FUNCTIONAL MAP Why Use a Cross-Functional Map? Tips for Creating Cross-Functional Maps You would create a cross-functional map for When defining departments for swim lanes, don’t all the same reasons you would create a basic necessarily take the term department literally. In flowchart. Instances where you might choose many cases, swim lanes could represent a single the cross-functional map over a basic person, part of a department, a physical entity, or a flowchart include different company altogether. When mapping processes that extend When disagreements arise on mapping activities, across multiple departments or functions take the necessary time to resolve them so that the When mapping a complex process and final model truly reflects common understanding. swim lanes help you break it down visually Always remember that disagreements often When categorizing areas of the process represent good opportunities for clarifying might help you attach labor hours or potential conflicts of misunderstanding. expenses to certain departments or cost If you use a classical paper, marker, and Post-it centers method for mapping out your process, always remember to transpose it into written form or draw it in a professional software tool so the work is not lost. Dr. Katia Saliba - Faculty of Medical Sciences - LU 24 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? The process map should highlight bottlenecks WHAT ARE THE STAGES OF and delays, required rework times, unnecessary PROCESS MAPPING? work steps, and any ambiguities within a process. Although each mapping type has detailed steps that are unique, all mapping exercises ultimately It is recommended that you represent the follow a common pattern or set of steps. process flow from the customer’s point of view, thus showing whether each step of the process This section provides a high-level overview of helps create a clear value for the customer. the common steps involved in a business process mapping exercise. The following four steps will help guide you through the planning and execution of any To create a process map, you need to identify process mapping activity: the key process objectives and main activity steps. 1. Plan the mapping effort. When collecting and analyzing information about 2. Form and train the mapping team. the process, you should consider such factors as 3. Conduct the mapping session. process complexity, the number of organizational and individual teams involved, 4. Review and revise the process map. and time and cost issues. Dr. Katia Saliba - Faculty of Medical Sciences - LU 25 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? 1. Plan the Mapping Effort The first step is to clearly define the process to be mapped and designate the boundaries of o Is this a process that cuts across business the process. units, or is it confined to a single business o What are the triggers that begin the process? unit? o What are the outputs or consequences that o Does the process involve several functions end the process? or just one? o Is this tied to a specific project or is mapping o How many work groups are involved? a project of its own? Another important and difficult step is to If the mapping project is tied to a specific determine the level of detail that will be project, consider using the same sponsor as included in the process map. that project, or determine a new sponsor for o Will only key process steps be included, or the effort. will specific tasks within steps also be The next step is to determine the portrayed? organizational departments to be included in o Will individual assignments be noted or just the process map: overall work group responsibilities? Dr. Katia Saliba - Faculty of Medical Sciences - LU 26 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? The process elements to be described in the The media and format used to create the map must also be defined. process map also require planning. o Process inputs, o Will a computer software program or a manual o Outputs, process mapping be employed? o Action steps, and o Will a third-party facilitator be used? o Performers Also important is ensuring success is planning should be included in all process maps. the logistics of the process mapping session, Optional elements include such as o the time required to complete each step, o meeting rooms, o feedback to the performer, o food, o systems, o mapping materials such as paper, markers, o data elements, and adhesive notes if needed, and computers. o business rules, o work environment, and o other attributes of the process. Dr. Katia Saliba - Faculty of Medical Sciences - LU 27 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? 2. Form and Train the Process Mapping Team Select the people who will form the process mapping team. The team should include the o process owner, o the individual with overall responsibility for Before the actual process mapping session, the routine management of the process, and schedule a training session to review the basic o the employees who play key roles in the concepts and methods of process mapping. process. As the team learns, it is best to practice with a o If many employees participate in the familiar process, such as planning a vacation process, it will be necessary to select a or hosting a festive party. This type of representative from each work group. It is mapping practice can be very effective in usually best to limit the team to 8 to 10 preparing the team to efficiently map the target people to keep the process workshop process. manageable. Dr. Katia Saliba - Faculty of Medical Sciences - LU 28 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? 3. Conduct the Mapping Session When the team assembles, begin with a quick review of the mapping process, and then reach consensus on the departments or other entities involved in the process. Number the steps by placing sequential Lead the team through identifying each step numbers in activity. in the process. As each step is identified, Before the team adjourns, review all write it in the row of the group that performs acronyms, abbreviations, or special terms that step. written on the notes to ensure they are When all process steps have been agreed on understood by all and consistently used or and placed on the map, walk through the documented for reference. map step-by-step and discuss any changes or Immediately after the mapping session, the additions that need to be made. Rearrange, facilitator should transfer the information on add, or discard activities as needed. the paper map into a proper program to create Review the revised map again with the team an electronic version of the map if it was not and make any further changes or additions. done so directly in the event. Dr. Katia Saliba - Faculty of Medical Sciences - LU 29 Chapter 2: Process Mapping WHAT ARE THE STAGES OF PROCESS MAPPING? 4. Review and Revise the Process Map Distribute copies of the map to the team for individual review. Meet briefly to confirm that the process was accurately captured and note any changes that need to be made. Make any changes needed, and then distribute the revised map to a larger group for review. This is an opportunity to solicit input from many people who participate or interact with the process. Use the feedback received to revise the process map as needed. It is now ready for use and can be circulated and published. Dr. Katia Saliba - Faculty of Medical Sciences - LU 30 Chapter 2: Process Mapping CLOSING REMARKS CLOSING REMARKS The aim of process mapping is to make things When you first start process mapping, it is not clear and provide insight. unusual to find that processes include steps that serve no discernable purpose at all. The best map is often the simplest map. These steps are remnants from earlier There are different approaches to mapping processes or projects that may no longer be processes, procedures, and work instructions necessary. and which one you select will depend on It is also possible that you will uncover duplicate What you need to know activities done by multiple people or teams, or Resources and timescales that there is disagreement as to which person or department actually performs activities, or even What level you are working at whether the activity is actually performed at all. Engagement and interest of staff Process mapping provides clarity by ensuring Each one gives you a slightly different that everybody understands the process and perspective, and there is no definitive right or helps eliminate duplication, overlap, and wrong. omission of key steps. Dr. Katia Saliba - Faculty of Medical Sciences - LU 31 Chapter 2: Process Mapping CLOSING REMARKS Quickly eliminating wastes and redundancies makes it easy for the organization to see the value in process mapping, and mapping out processes lets teams design new workflows with better outcomes, find issues with existing processes, and document procedures for training or audit purposes. Although simple in concept, process mapping can be complex and must be carefully planned. You must work out how exactly you are going to perform the exercise, determine the right mapping type and technique, and allocate the necessary resources and appropriate staff to the mapping exercise. The end result should be a set of useful process flows and a process landscape for the enterprise to rally behind. Dr. Katia Saliba - Faculty of Medical Sciences - LU 32 Chapter 2: Process Mapping Links to Use for Process Mapping Links to Use for Process Mapping 4. How to create a Process Map in 3 simple steps ? Go to the following links. After reading them, apply on a process that you are currently a part of at your job. https://blog.triaster.co.uk/blog/how-to-create-a-process- map Then download the software and apply to draw the process at hand. 5. Process Mapping Symbols https://blog.triaster.co.uk/blog/process-mapping-symbols- 1. What is a process? making-process-maps https://blog.triaster.co.uk/blog/what-is-process-who-cares 6. What are the Best Practices for 2. Process Mapping Process Mapping? https://blog.triaster.co.uk/blog/process-mapping-5-key- https://blog.triaster.co.uk/blog/best-practice-process- skills-you-need-to-have mapping 3. What is Process Mapping? 7. Noun-Verb -A Simple Process https://blog.triaster.co.uk/blog/what-is-process-mapping- Mapping Methodology who-does-it https://blog.triaster.co.uk/blog/process-mapping-examples- diagrams-tools Dr. Katia Saliba - Faculty of Medical Sciences - LU 33 Chapter 2: Process Mapping Links to Use for Process Mapping 8. 3 Common Business Process Other Process Mapping Mapping Mistakes Software https://blog.triaster.co.uk/blog/avoid-process-mapping- mistakes Bizagi, Lucidchart, AnyLogic 9. Mapping business processes to what level https://blog.triaster.co.uk/blog/mapping-business- processes-what-level-should-i-map-to 10. Process Mapping Software https://www.triaster.co.uk/process-library- saas?hsCtaTracking=deaa137b-0183-4880-9d9a- 2b1e40966953%7Ccb9957a3-7cf8-4b79-8e2f- dd4b9ea72c27 Dr. Katia Saliba - Faculty of Medical Sciences - LU 34