CDES OPS
REDESIGN
Process
Mapping
Guide for
Process
Teams
May 7
2013
This Process Mapping Guide is provided to the Ops Process Teams as
part of their “Discover Phase” work. It outlines the basic steps of
creating a “picture” of the work process being studied. Process Map
examples are included. Remember; keep the mapping at a very high
level. There is no one best way to map. Do what makes sense.
CDes Ops
Redesign
“Discover”
The essential question is not, ‘How
busy are you?’ but ‘What are you
busy at?’
Oprah Winfrey – American television host,
media mogul, and philanthropist
What is Process Mapping?
A process is a structured set of activities that transform inputs into outputs. They
assist us in defining responsibilities, internal controls, and work standards for
compliance, consistency, and performance. A “process map” visually describes
the flow of activities of a process. A process flow can be diagramed as the
sequence and interactions of related process steps, activities or tasks that make up
an individual process, from beginning to end. A process map is read from left to
right or from top to bottom.
Process maps are used to develop a better understanding of a process, to generate
ideas for process improvement or stimulate discussion, build stronger
communication, and – of course document a process. Often times a process map
will highlight problems and identify bottlenecks, duplication, delays, or gaps. In
Appreciative Inquiry and Design Thinking, we view these aspects as opportunities
to make work and outcomes better. They are clues to what would unlock our
potential.
For more information on this topic and sample process maps, just Google Process
Mapping. You will uncover more than enough information. Remember, the goal
of this exercise is to create a very high level picture of the work in your designated
process. It is a snapshot of “what is,” not what you want it to be. Do not drill
down to minute detail. This will only confuse the team and slow down your
progress. No engineering schematics are required.
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OHR/Organizational Effectiveness
SUGGESTED PROCESS MAPPING
FIRST STEPS
1. Have participants individually draw a picture of the process as they see it
today. This is intended to be a fairly high-level (50,000 ft) view – we’re not
looking for each action someone takes in the process. For example
“customer service takes the order and enters it into the system”. We do
NOT need to know at this point who in customer service takes the order,
what’s on the order or into what system the order gets entered.
Customer
Places
Order
Customer
Service
Enters
Order
Warehouse
Fulfills
Order
2. Share the drawings with the group – undoubtedly everyone’s will look a
little different as the process is viewed from differing points of vantage.
Point here is to incorporate these differences into a single map that depicts
the process from “end to end” and shows the complete picture of what’s
happening. The end result may be chaotic – that’s okay. The picture is the
first step in enabling folks to realize what opportunities for improvement
may exist. IDEAL – Make sure there are no loose ends. In most cases we
should have a closed loop demonstrating the process is cyclical. For
example:
INTERNAL
TALENT
NEED
IDENTIFIED
TALENT
GAP
IDENTIFIED
TALENT
EVALUATED
CDes Ops Redesign
TALENT
POOL
CREATED
TALENT
SELECTED &
HIRED
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3. Once the high level map is created and agreed upon, the team can identify
where improvements to the process can occur, where redundancies may
exist, or where gaps need to be closed. The picture will also offer insights
into what “inputs” and “outputs” are expected from each area of the process.
An outcome of this step can be “why are we doing this if no one uses it?” or
“now I understand why you need that information”.
Facilitator Guidelines
Are these all the key steps in the process (does it make sense)? As the facilitator, if
it doesn’t, it probably is missing some steps. Additionally, make sure
inputs/outputs are logical and the picture represents the conversation – people
know the process so well that they can easily overlook steps. It’s important that
each high level step is captured. Finally process steps need to be in order – you
can’t have a process step fall in advance of input required to perform the process.
“Excellence is the gradual result
of always striving to do better.”
Pat Riley – American National
Basketball Association head coach
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OHR/Organizational Effectiveness