Process Mapping - Session One
Northwest Vista College
Marlene Masten, instructor
Welcome!
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A valuable tool
An investment by your employer
4 hours with break(s) – get back on time!
Instructor-led discussion, audience participation,
activities, exercises
Participant’s Guide – left margin for notes
Glossary and Appendices – back of Guide
Your Instructor
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Marlene Masten
Former teacher, past and current
professional education and training
Industrial engineer, project and personnel
manager, consultant – more than 21
industries and 14 countries
Current local business consultant and animal
rescue volunteer
Getting to Know You
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Name?
What department are you with?
How long have you been with NVC / ACCD?
What do you want out of this class?
Course Objectives
After this portion of the class, you will be
able to:
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Understand the benefits of process mapping.
Identify different levels of processes (detailed
versus high-level).
Understand how to collect the data necessary
for basic mapping – no small task!
Course Objectives Achieved Through:
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Your instructor’s skill and experience
Hands-on experience
Group and independent exercises
Guide for reference
Questions and answers
Course Agenda
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First Session
Introduction and overview
Defining what is a process and what is process
mapping
Mapping benefits
Getting started
Collecting data
Course Agenda
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Your Guide continues with:
Opening the process mapping toolbox
Choosing the right tool for the task at hand
Analyzing the process
Documenting findings
Why Do All This?
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Get a better understanding of your department’s
processes.
Focus on core processes and identify ways to improve.
Enable all departments to use one tool and one
consistent, continuous process when looking at how
they provide services to meet their clients’ expectations.
Focus your attention on wasted time and energy.
Overview of the “Process Approach”
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Enables client satisfaction and consistency
Formal and disciplined – to identify,
understand, manage the activities and
elements required by clients
Meet requirements 100% of the time
Process Management
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Teams who use this method:
Understand “who” and “what” and “why”
Document
Measure
Implement and improve
Today’s Focus
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Documenting how work is done
Allowing focus on core processes, enabling
identification of opportunities for improvement
Your Guide continues with more exercises &
guidelines on two other mapping techniques.
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Define “process” (p. 5)
“A series of actions or operations which lead to an
end” (Webster’s Dictionary)
Example: What process is used to drive a car?
Open door, sit, close door, foot to brake, seatbelt on,
insert key, disengage parking brake …
Are there any alternative steps or methods?
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Define “process map” (p. 6)
“A graphic representation of a process, showing
the sequence of tasks, using standard
flowcharting symbols”
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Standard, so anyone who picks it up can
understand it.
Document:
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What is really done
What takes time
What uses resources
“Typical” Map
LEGEND
Railroad
Government Bldgs
High
School
Franklin St.
Schools
City Hall
Thrid St.
First St.
Post Office
Broadway
Elementary
School
Winding Way
Police Station
Library
Utopia Rd.
Middle
School
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How can people get to work?
Alternate paths possible?
Benefits of Process Maps (p. 6)
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Objectively describe how activities are done
Document control points (like intersections)
Show where variation exists (how many routes are
possible)
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Investigate where problems may occur
Highlight “handoffs” (go from one city to another)
More Benefits of Process Maps
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Train others on processes
Develop process thinking
Logically identify areas that need to be
improved (and with proof!)
Identify best practices
Monitor and update the process when
conditions change
Review – Process Maps
“A graphic representation of a process,
showing the sequence of tasks, using
standard flowcharting symbols”
process map = “flowchart”
a “visual picture” of a process
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Example: Doing the Laundry
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Flowcharts show:
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Process as a whole
Sequence of steps
Relationship between steps
Beginning and ending steps – the boundaries
of the process
Please answer the questions in your
Guide, p.8-9
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Common Types of Flowcharts (p. 1011)
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Basic / Detailed (“Value Stream”)
Swim Lane (“Deployment”)
Spaghetti (“Transportation / Work Flow”)
Flowcharting Highlights
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The basic steps are the same no matter what
type of map you use.
Strive for a level of detail that is useful to
your project – no more, no less.
Example: “sort clothes” isn’t helpful to someone new.
You’d get pink laundry.
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What to Map?
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Series of activities or steps contributing to the final
result or output
Start and end of a process (boundaries)
Interfaces / transition points / handoffs
Inputs & outputs
“Ownership”
Applies to every organization.
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Note that boundaries lead to interfaces.
Process Ownership
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Department?
Individual?
Who is responsible and accountable for the
results?
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Core, Sub, and Activity Level Processes
CORE
PROCESS
SUBPROCESS
ACTIVITY
TASK
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Possible to have one owner at each level
Full definitions in Glossary
Please answer the questions in your
Guide, p. 12-13
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The SIPOC Form
A process snapshot that captures information that
will help you determine where that process
begins and ends.
Process
Supplier
Client
OUTPUT
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Suppliers (internal or external, vendors or another dept), inputs,
process, outputs, clients (internal or external)
Creating a SIPOC Form
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Identify process boundaries and key
activities at a high level
Identify key outputs and clients for each
output
Identify inputs and suppliers for each input
SIPOC Diagram Format
Supplier(s)
Input(s)
Core process
Output(s)
Client(s)
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Please answer the questions in your
Guide, p.15-16.
Then discuss answers with the person
next to you.
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GROUP ACTIVITY
Please close Guides.
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Group Activity Wrap-up
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Answer the questions on p. 17 in your Guide.
How did it feel to wear a blindfold?
Thoughts and feelings as moved around: navigator
versus seeing impaired person?
What did you wish your partner could have said to help
you: navigator versus seeing impaired person?
What did the observers notice about the interaction
between the navigators and the seeing impaired
persons?
What could have been done to alleviate the navigator’s
thoughts and fears?
What could have been done to minimize the seeing
impaired person’s degree of frustration?
Group Activity Wrap-up
Navigators had information – their
partners did not.
What does this exercise suggest about
gathering information? Or even how to
interview people about their work?
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Interviewing
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Before mapping, you need to:
Interview and/or watch the people actually doing the
work
Interview their supervisors and/or managers
Leaders clarify scope, involved areas, types of
measurement, rationale, and related information.
But remember - NO JUDGMENT ALLOWED!
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Data Collection:
Performing Interviews
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Ride-along – observe an individual and
probe for more details
versus
Panel – get information from a group of
people all at once
Data Collection Matrix
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Required in interviewing
“Process Activity” = work being done
“Input(s)” = materials, equipment, info, environmental
conditions required
“Output(s)” = product(s)/service(s) created or handed
off
“System(s)” = digital information accessed or reviewed
to perform an activity
“Reference(s)” = manuals, cheat sheets, etc., used to
understand how to complete steps
Data Collection:
Ride-along Interviews
DO:
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Observe
Take notes
Ask for clarification, more
detail
Use Data Collection Matrix
Watch for hidden steps (job
aids, cheat sheets, etc.)
Check often for
understanding
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DO NOT:
Make assumptions
Add detail when it is not
there
“Correct” the process
Data Collection:
Panel Interviews
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DO:
Use checklist on p. 19
Facilitate by asking leading
questions
Give everyone a chance to
participate
Ask for clarification, more
detail
Check often for
understanding
Seek consensus
Use Data Collection Matrix
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DO NOT:
Make assumptions
Add detail when it is not
there
“Correct” the process
Get too caught up in the
format – most people
haven’t been trained to use
this technique
Panel Interviews
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Use post-it notes for each person to put on blank
flipchart, whiteboard, or table.
Clean up – eliminate duplicates, combine similar ideas,
agree on wording.
Use consistent level of detail.
Remember:
You are only collecting information.
NOT an audit, check for compliance - NO judgment
Data Collection:
Checklist
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Planning ensures your time and your
interviewees’ time is best spent.
Use the checklists (p. 18, 19, & Appendix D)
to make sure all of your bases are covered.
Practice inquiry techniques (Appendix C)
Review:
Apply What We’ve Learned
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Review Role Play:
Apply What We’ve Learned
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Part One
Get into pairs and turn to p.20
Choose an interviewee versus interviewers
Introduce yourself and the project’s scope
Use verbal walk-through to get information
Complete SIPOC Form
Collect data using Ride-along interview method
and the Data Collection Matrix
Check for understanding
Review Role Play:
Apply What We’ve Learned
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Part Two
Record your group’s sub-process steps
on sticky notes and put on classroom
wall.
Present your results to the class.
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Exercise Check
Inputs:
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Pot
Stove
Water
Mac box
Butter
Milk
Spoon
Strainer
Plate/bowl
Measuring cup
Sink
Outputs:
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Mac ready to eat
Empty box
Dirty pan
Dirty spoon
Dirty pot
Dirty strainer
Dirty measuring cup
Dirty water
When Studying Any Process:
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Define core process using SIPOC Form
Interview / observe
Complete Data Collection Matrix
Map
Analyze for accuracy
Process Mapping Toolbox
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CONSISTENCY
All maps use the same basic steps.
Flowcharts use symbols to represent
different kinds of process steps.
Common Flowcharting Symbols
Direction of flow
Starting, stopping, or control point
Decision point
Processing
Input or output (optional)
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*As a class, review flowchart in
your Guide.
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Decision Diamonds
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Always pose a question – inspection or
choice
Lead to two or more paths
Are best if you can put into yes/no format
Use objective criteria, not subjective
Basic Flowcharts with Detailed Steps Show:
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Sequence and relationship of steps
Different types of actions with different
shaped boxes
Decision points
Steps taken when things go wrong
Most common type of flowchart
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Use Basic Flowcharts When You Need To:
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Understand, improve, and standardize a
process.
Show sequence and relationships in detail.
Identify where people are doing things
differently
Highlight decision points.
Use when a SINGLE organization or person is
responsible for most steps in a process.
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Critical Components of Basic Flowcharts
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Process name
Date of creation or update (version)
Name of person or group creating it (contact)
Clear start and end points (boundaries)
Clear direction flow
Consistent level of detail
Numbered steps
Key of symbol definitions
Basic Flowcharts - Steps
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Clarify purpose
Decide level of detail
Write down all steps
Decide start and end steps
Arrange steps’ sequence
Check for completeness
Identify decision points (diamonds)
Develop alternate paths for decision points
Add flow lines and arrows
Number each step
*Tips for Basic/Detailed Flowcharts
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Walk the process.
Draw first drafts manually.
Use numbered reference sheets.
Always date or provide version #.
Maintain version control.
Create a “parking lot” folder.
Concentrate on process, not symbols.
Ask lots of questions.
More Tips for Basic Flowcharts
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Avoid confusion
Identify contact(s) and boundaries
Follow the flow and spot problems
Note reference points
Be sure it is easy to interpret
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*Let’s Practice Once More
Using the steps in your Guide and examples
given in class, create a detailed flowchart for
how to pay your credit card bill with a check
(p. 29).
Follow along in your Guide, using the
instructions and all forms provided.
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Detailed Flowchart Activity Debrief
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It’s not easy to maintain a consistent level of
detail.
It’s not always easy to show different paths.
Steps often need to be moved as you get
clearer about the sequence.
Numbering the steps is usually arbitrary.
To Remember:
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Selecting the start and end points provides
boundaries for the flowchart.
It’s easier to follow when it has a consistent
level of detail.
Be sure you make it clear where decisions
are made in the process.
Sequence is shown by flow lines and arrows.
How Much Detail?
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The more detail you have, the more
information you have about how a process
actually works.
Lots of detail is necessary when it is absolutely
critical the process be done exactly the same
way each time.
Weigh costs and benefits – detail takes time.
Don’t get bogged down … or your users!
Analyzing the Process
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Review the categories of:
Who, what, when, where, why
People, material, machine, environment, methods
Map to see where can improve
Have redundant steps?
Do things in parallel?
Reduce customer wait time or cycle time?
Map to document how things are done here
Get right level of detail?
Is it accurate?
All Good Flowcharts Should Have:
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Process name
Date of creation or update (“version”)
Name of person or group creating it
Clear start and end points
Clear direction flow
Consistent level of detail
Numbered steps
Key of symbol definitions
“Parking lot” folder
See appendix checklist for reference.
Remember the Steps
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Review the process and its boundaries
Identify chart type to use
Have participants identify steps
Use note/card per step, with chosen symbol
Arrange steps in order
Eliminate duplicates
Determine and maintain consistent level of detail
Number each step
Transfer flowchart to paper or computer
Check for completeness
Wrap-Up
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Final thoughts or questions?
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Thanks for coming!