Process Re-engineering – Workshop 3 (Process Mapping)
The Appleton Greene Corporate Training Program (CTP) for Process Re-engineering is provided by Mr. Lam Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
Mr. Lam has been in the management consulting industry for over 15 years. He began his career at an investment bank, and then moved into consulting to address a wider variety of sectors and types of projects. He has delivered consulting projects in Europe, North America, and Asia-Pacific.
He has experience with many different industry sectors – including healthcare, energy, consumer goods, retail, banking and financial services, insurance, transportation and logistics, IT, cosmetics and beauty, and hospitality and tourism.
Mr. Lam has delivered numerous types of consulting projects – including business strategy, mergers and acquisitions, process optimization, cost optimization, digital innovation, robotic process automation, data management, operational excellence, due diligence, new product launch, new market entry, and market analysis.
MOST Analysis
Mission Statement
Before re-engineering any process, it is important to see the process as a whole from beginning to end, and this is facilitated by a highly useful skill known as process mapping. We will show some examples and conduct some high-level training and exercises on process mapping.
Objectives
01. Purpose: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. The Actions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. The Participants: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. The Timing: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Shapes & Symbols: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Direction Of Flow: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Workflow Vs. Process Map: departmental SWOT analysis; strategy research & development. 1 Month
08. Mapping: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. “As Is” Vs. “To Be”: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Expanding/Combining Steps: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Versioning, Circulation, And Approval: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Purpose: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. The Actions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. The Participants: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. The Timing: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Shapes & Symbols: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Direction Of Flow: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Workflow Vs. Process Map: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Mapping: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. “As Is” Vs. “To Be”: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Expanding/Combining Steps: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Versioning, Circulation, And Approval: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Purpose.
02. Create a task on your calendar, to be completed within the next month, to analyze The Actions.
03. Create a task on your calendar, to be completed within the next month, to analyze The Participants.
04. Create a task on your calendar, to be completed within the next month, to analyze The Timing.
05. Create a task on your calendar, to be completed within the next month, to analyze Shapes & Symbols.
06. Create a task on your calendar, to be completed within the next month, to analyze Direction Of Flow.
07. Create a task on your calendar, to be completed within the next month, to analyze Workflow Vs. Process Map.
08. Create a task on your calendar, to be completed within the next month, to analyze Mapping.
09. Create a task on your calendar, to be completed within the next month, to analyze “As Is” Vs. “To Be”.
10. Create a task on your calendar, to be completed within the next month, to analyze Expanding/Combining Steps.
11. Create a task on your calendar, to be completed within the next month, to analyze Versioning, Circulation, And Approval.
Introduction
A process map is a tool that graphically displays the inputs, steps, and outputs of a process in a step-by-step flowchart. Typically, this is carried out at the Define step of a DMAIC (Define, Measure, Analyze, Improve, and Control) project flow. Process mapping is used to clarify the process for team members and other participants.
Process Mapping: What is it?
A graphic representation of how things are done is called a “process map.” It aids the participants in understanding the process’s finer points and directs their decision-making. The main areas of the existing process’s strengths and weaknesses can be determined, including the contributions of the various processes. Additionally, it increases production by lowering cycle times and faults in the process.
The inputs, outputs, and steps in the process are the three main elements of a process map. A good process map should show the organization’s interaction and workflow. It should employ a universally understood common language (symbols). A perfect process map would include adequate description regarding multiple paths, choices, and loops of rework.
Why Is a Process Map Necessary for a Business?
Process mapping offers a visual representation of the many business processes. It gives the pertinent details, aids in figuring out the Who, What, Where, When, Why, and How components of the procedure and problem, and even points in the direction of potential remedies. A process map is necessary for a number of reasons, including:
Images are more illuminating than words
A huge, boring report with numerous data fixation difficulties is less preferable than using graphs, charts, tables, and graphics as guides.
Process maps enable advancements
Process maps make it easier to identify the precise areas that require adjustments, such as bottlenecks, delays, capacity limitations, etc., in light of the process’s efficiency and effectiveness.
Quick decisions
As it works with the “show me” and not the “tell me” aspects of the process and the issue areas, decision-making becomes swift.
Easier to monitor progress
Process maps could eventually be used as a process measurement tool. This is required to control it and, ultimately, improve it. Process maps make it feasible to audit and analyze many sections of the process as well as the company, making it simple to track process improvements.
Process maps improve training
An effective training tool would be a visual illustration rather than an oral one. Human brains process visual examples more quickly, which will help with quicker and better comprehension.
Helps with change management
When a company moves forward with change without first understanding the current working process, it runs the risk of making more mistakes or using more resources to cause problems. Process maps offer a thorough overview of the current procedure and serve as a management tool for successful transformation.
Process maps types
The two main categories of process maps are deployment flowcharts and process flowcharts.
Process Flowchart:
A process flowchart is a straightforward process map that presents a visual representation of the order of activities and the points at which decisions are made. These flowcharts give the fundamental information about the procedure, which can then be supplemented by the addition of other employee roles.
Deployment Flowchart:
These process maps show how several departments interact with one another as well as the many responsibilities that people play inside the company. These process maps, often known as “swim-lane charts,” include vertical lines that depict how the process moves from one person to another.
What’s the Point of a Process Map?
Why would you chart your process? Here are a couple of excellent justifications.
1) Process Maps Aid In Waste Discovery
Mapping your process gives you a visual tool for waste discovery. Check out this ad from GE (remember that GE is a well-known Six Sigma adopter; they employed the Six Sigma methodology to enhance their business processes with great success). Here, they employ process mapping to double a manufacturing facility’s output speed, an increase of 100%.
Case Study
The advertisement illustrates who does what, when, and where. Then, you might continue by asking why? A hypothesis can be put out and tested. “Could you reduce 5 steps to 2 in this case?”
2) Process Maps Assist In Meeting Expectations
By visually laying out the various steps of the overall process, you can help to formulate and concretize expectations. Without a process map, stakeholders may not have a clear picture in their heads, and people may have different expectations of the same issue. A process map can bring everyone to an agreement on the expected scope and outcome.
How to Begin a Process Map
To make sure you can control the scope of the flowchart you design, you must have well defined boundaries before starting the process mapping. To identify what tasks, actions, and decisions should be added to the flowchart, the boundaries must first be established.
Steps to Take
By taking a few easy actions, business managers may create a useful process map that supports ongoing improvement in the business process. The following are the stages for generating a process map:
Step 1: Select the Process
The managers must first determine why a process map is being created. Is it possible that the process is underperforming expectations? Or is a new service being considered by the company? Or is it intended to increase the benefit obtained from the process?
Second, you need to pinpoint the start of the procedure. In other words, you need to identify the circumstances that drive demand for the process map and the process’s underlying trigger.
Third, you should specify the end result, which includes the specifications or circumstances that will ultimately meet the demand.
The business managers must also create a paper outlining the specific process, the business problem, the expectations of the stakeholders, the business objectives, and the process’s scope.
Step 2: Determine the Process Steps’ Scope
The business managers are required to witness every step of the procedure and gather data. Make sure to accurately record the observed process and the information gathered. Identifying every parameter involved in the process, such as the equipment, suppliers, etc., is equally important. It is crucial to recognize and validate the inputs and outputs used in the process. Effective brainstorming, industry standards, job instructions, and the knowledge of the operators and management can all help with this.
Step 3: Schedule and Plan Resources
The systems involved in the process should be identified. When creating the process map, the managers’ perspective must change from functional to process-oriented. This can be accomplished by putting an emphasis on the roles rather than the tasks. The right scheduling of the participants, jobs, and projected times must be done based on the systems and roles.
Step 4: Pick Your Mapping Methods
Select a mapping method, such as a process or deployment flowchart. Planning the individual and focus group interview process would come next. Reviewing any previously recorded process maps is also encouraged in order to understand earlier mapping efforts, organizational structures, and job descriptions.
Step 5: Conduct Interviews
It’s time to start the interviews now! Plan and carry out the interviews according to the process map’s stated roles. To get the best results, go over with the participants the aim, goal, and scope of the interviews as well as the process maps. It is crucial to identify and establish the input tasks, roles, output tasks, decisions, tasks accomplished, and links to other processes while conducting the interviews. Every action and choice made during this phase is identified specifically.
Step 6: As-Is Process
Describe the steps that assist in converting inputs into outputs. It is now time to map the real process. Keep in mind that we want to map the process as it actually is, not what the company guide says the “standard operational procedures (SOP)” are.
The main activities of the process, decisions and sources of approvals (of one step before moving to the next one), areas where multiple methods occur, causes of bottlenecks, extra work and waste, and factors that prevent process members from performing effectively and efficiently are a few of the things that need to be taken into account. List every phase of the process. Assign the appropriate flowchart symbols, and check the process flowchart.
Step 7: Review, Assess, and Approve
To identify any repetitions, delays, pointless steps, confusing roles, cycle times, activity lapses, recurrent activity flows, bottlenecks, and rework loops, carefully go through the process steps. The performance of the process will then be assessed. Pareto charts, cause and effect diagrams, process behavior charts, process modeling, and process simulation are some of the tools that can be used to measure the same. The process improvement plan should then be finished and approved following a final review by all parties involved.
What Could Go Wrong?
Without a doubt, process mapping is a very important tool for process improvements. However, that does not imply that they ought to be used everywhere. When using process maps, organization managers should use caution. There are several areas where process maps can go wrong, and these issues typically have to do with how the approach of process maps is applied as well as how it is planned and carried out. The following list of frequent process mapping errors is provided as an example:
Mistake 1: Application of process maps to insufficient processes
The three main types of business processes are transactional, transformational, and decision-making. Transactional business processes are those in which various inputs interact with one another to generate particular outcomes. Sales activities and call center assistance duties are two examples of transactional business operations. Transformational business processes involve altering the inputs’ original forms, whether they take the form of physical or digital inputs, in order to produce the desired outputs. Examples of transformational processes include changes to systems and manufacturing processes. Last but not least, a decision-making business process is one in which the many input parties interact with the goal to arrive at any decision. Inventory management, price choices, and other decision-making procedures are frequently used.
Sometimes, managers don’t distinguish between these business processes before using process mapping. Process mapping works best with transactional and transformative business processes, not with open-ended decision-making processes. This is due to the fact that process mapping works best when the outputs can be precisely specified, are objective in character, and the process variations can be tracked. However, acquiring, processing, and analyzing a lot of information is necessary for making decisions. These processes typically have an abstract, intangible quality. Therefore, managers should refrain from applying process maps to complex, open-ended business decision-making processes.
Mistake 2: Process mapping’s unclear focus
Managers frequently make the error of not determining the root of the issue. It’s possible that the actual root of the issue resides outside the purview of the process. In these circumstances, process mapping is ineffective. For instance, the issue in the hotel industry was room service-related. After mapping the room service procedure, no significant issues were found. Later, it was discovered that the true problem, which had nothing to do with service delivery, had to do with cleaning employees using the elevators excessively to transport laundry, which was what had delayed room service.
Decide on the issue’s proper emphasis and potential causes as a result. Additionally, it’s important to decide whether processes should be considered the primary or secondary focus areas.
Mistake 3: The obsession with creating the “perfect” process map
Business managers can lose sight of the purpose for creating the process map because they are so fixated on making the details perfect. When doing so, the business managers try to illustrate and clarify the procedure such that there are no flaws found and all separate procedures integrate and make sense. As a result, the end goal of developing the process map is overlooked.
What Exactly Is A Sub-process?
A compound activity incorporated in a process is referred to as a sub-process. It is a part of another major process, in other words. The fundamental goal of the sub-process is to break down complex processes into manageable pieces in order to simplify them and make them simpler to comprehend.
A sub-process’s key benefit is that it makes the main process simpler and easier to understand on a high level. Because it is independent of any specific primary process and can be used without modification, an independent sub-process can frequently be reused in a big process.
Things to Keep in Mind When Creating Better Process Mapping:
Business managers and practitioners can create efficient process mapping by adhering to a set of standards. Among the details to keep in mind are:
• Use process mapping only when necessary;
• Use process architecture to generate process maps;
• Study the effects of organizational structures;
• Clearly define various responsibilities and tasks;
• Improvement targets must be precise and ongoing.
Process Mapping Covering Multiple Departments or Functions (Swim Lanes)
Process mapping is a tool that graphically displays the inputs, steps, and outputs of a process in a step-by-step flowchart. The tasks within the same function can be shown in the same row, and arrows between the various swim lanes demonstrate the interactions between different departments or functions. It facilitates decision-making and helps participants to carefully visualize process specifics.
Moment of Truth
Each and every one of our interactions with customers will make a lasting impression. Moments of truth are crucial touchpoints that have the power to shape how customers interact with a business. In other words, it refers to the point at which a client interacts with a business or its product and develops an opinion or impression—whether favorable or unfavorable—of the business or the product.
These are, to put it simply, the crucial moments when the buyer either rejects or adores your goods. Determining these “moments of truth” is critical for a corporation because it affects how customers perceive its goods and services.
Understanding Moments of Truth
Draw the complete process for the current product or services using process mapping, and with the most knowledgeable staff members in your company, identify the turning points at each stage.
Example: The moment of truth touchpoint in each stage of watching a movie in a theater is demonstrated here.
Executive Summary
Chapter 1: Purpose
Process mapping plays a pivotal role in business operations by providing a systematic and visual representation of workflows and procedures. The purpose of process mapping is to enhance efficiency, improve productivity, and foster a culture of continuous improvement within an organization. By creating clear and concise process maps, businesses can streamline their operations, optimize resource allocation, and ensure a consistent and high-quality output.
One of the primary purposes of process mapping is to identify inefficiencies and bottlenecks in existing workflows. By visually depicting the steps and sequences involved in a process, organizations can pinpoint areas where delays and redundancies occur. This helps in optimizing the flow of work, reducing lead times, and eliminating wasteful activities. Moreover, identifying these pain points enables the organization to prioritize process improvements and allocate resources strategically.
Process mapping also facilitates standardization within a company. By documenting the best practices and standard operating procedures in a visual format, businesses can ensure that tasks are performed consistently across teams and departments. This consistency not only improves the overall quality of the products or services delivered but also enhances customer satisfaction and trust in the brand.
An essential purpose of process mapping is to support effective decision-making. When business leaders and managers have a clear visualization of processes, they can analyze and evaluate the efficiency of each step. This empowers them to make data-driven decisions, identify areas for improvement, and implement changes that lead to tangible results. Whether it’s increasing output capacity, reducing production costs, or enhancing customer service, process mapping provides the necessary insights for informed decision-making.
Another critical aspect of process mapping is its role in supporting employee training and onboarding. By presenting complex workflows in a visual and easily understandable manner, new employees can quickly grasp the steps involved in their roles. This reduces the learning curve and enables them to become productive more quickly, leading to improved employee performance and job satisfaction.
Process mapping also fosters a culture of continuous improvement. With a clear understanding of the current processes, organizations can regularly review and refine their workflows. By involving employees in this process, businesses can tap into their expertise and creativity to identify innovative ways of doing things. This continuous improvement mindset ensures that the organization stays agile and adaptive in a rapidly changing business landscape.
Furthermore, process mapping helps businesses align their activities with their strategic goals and objectives. By mapping out the critical processes that contribute to the achievement of strategic targets, companies can ensure that their efforts are focused on what truly matters. This alignment enhances organizational effectiveness and ensures that resources are allocated efficiently to drive business growth.
Moreover, process mapping promotes transparency and collaboration within an organization. By involving employees from different departments in the process mapping exercises, companies can break down silos and foster cross-functional collaboration. This enables a better understanding of how various teams interact and how their work contributes to the overall success of the company.
Chapter 2: The Actions
In any business process, whether it is carried out manually or automated, the core driving force behind its successful execution lies in the actions performed by the participants or teams involved. Each action, whether executed by an individual or a system, represents a distinct and essential step that collectively forms the entire process. These actions serve as the fundamental building blocks of a well-orchestrated workflow, ensuring efficiency, accountability, and alignment with the organization’s goals.
The process begins with defining the actions, which encompass the specific tasks, activities, or operations required to achieve a particular process objective. This step allows organizations to gain a comprehensive understanding of the tasks involved and the interdependencies between them.
In manual processes, human participants play a pivotal role, executing each action assigned to them.
Employees or team members are given specific roles, responsibilities, and tasks within the process. Effective communication and collaboration between participants become crucial in ensuring the smooth flow of the process.
In contrast, automation plays a significant role in executing actions within processes. Certain tasks can be automated using software, robotics, or AI-driven systems, eliminating the need for direct human intervention. These automated actions are triggered by predefined conditions, events, or data inputs, streamlining repetitive tasks, reducing manual errors, and enhancing overall process efficiency.
Even in automated processes, human participants remain essential. They oversee the automation process, monitor its performance, and handle exceptions or errors that may arise. Additionally, employees are responsible for configuring, updating, and fine-tuning the automation systems to ensure they align with changing business requirements.
A seamless collaboration between manual and automated actions is necessary for successful process execution. Participants and automated systems may interact, requiring a smooth handoff between the two. Understanding the timing and sequence of actions becomes crucial in achieving process coherence.
Assigning specific actions to participants ensures accountability within the process. Participants take ownership of their assigned tasks, knowing that their contributions are vital to the process’s success. This sense of ownership fosters a culture of responsibility and commitment. Furthermore, participants are responsible for maintaining the quality of their actions, whether manual or automated, ensuring that the overall process delivers consistent and reliable results.
The flexibility to adapt and modify actions is essential in dynamic business environments. Participants can provide valuable feedback and insights to improve the process, identify new opportunities for automation, or suggest optimizations to manual tasks.
Understanding the actions within a process enables organizations to continuously improve and innovate. By analyzing the effectiveness of actions and the process as a whole, companies can identify areas for optimization and refinement. This continuous improvement approach enhances overall performance and competitiveness.
The actions executed by participants or automated systems are the vital components that constitute a business process. Each action contributes to the achievement of process objectives. Successful process mapping and execution require clear definition, seamless integration, collaboration, and accountability. With the right combination of human expertise and automation, businesses can create efficient, adaptive, and innovative workflows that drive their success in an ever-evolving landscape.
Chapter 3: The Participants
In process mapping, participants’ knowledge of their actions is of utmost importance to ensure a smooth and effective workflow. Understanding their tasks and roles within the process brings several valuable benefits, contributing to the overall success of the organization.
When participants are clear about their actions, it fosters efficiency as they comprehend the sequence and dependencies of tasks. This organized approach reduces delays and potential bottlenecks, streamlining the workflow.
Moreover, role clarity encourages accountability and ownership among participants. Individuals take responsibility for their tasks, empowering them to deliver results effectively. This sense of ownership enhances motivation and ensures active contributions to the process’s success.
Clear comprehension of actions also enhances communication. Participants can share progress updates, raise concerns, and seek clarifications promptly. Effective communication minimizes misunderstandings and promotes collaboration among team members, improving overall coordination.
Furthermore, knowing their actions allows participants to focus on delivering high-quality work. They understand the standards and expectations tied to their tasks, enabling attention to detail and compliance with required quality standards.
Participants’ understanding of their actions enhances adaptability and problem-solving. Proactively addressing challenges and adapting to changing circumstances becomes possible due to their clear grasp of the process.
Efficient resource allocation is facilitated when participants know their actions. Proper planning of time, skills, and materials avoids delays and resource wastage, contributing to cost-effectiveness.
Additionally, risk management is improved. Participants can identify potential risks associated with their tasks and take preventive measures to mitigate potential issues, ensuring a smoother and more reliable process.
Understanding their actions also promotes collaboration. Participants can communicate task handoffs, dependencies, and the impact of their work on others. This collaborative approach fosters teamwork and strengthens interdepartmental relationships.
Moreover, participants’ clear grasp of their actions leads to continuous improvement. Identifying opportunities for process enhancement and optimization is facilitated, contributing to a culture of continuous improvement within the organization.
Lastly, role clarity ensures alignment with organizational goals. Participants’ efforts are directed towards achieving the company’s strategic objectives. This alignment reinforces a sense of purpose and significance in their work.
In conclusion, participants’ knowledge of their actions in process mapping is a key driver of success. It enhances efficiency, accountability, communication, and adaptability, promoting a culture of continuous improvement and aligning efforts with organizational goals. Empowering participants with clear roles and responsibilities contributes significantly to achieving positive outcomes in business processes.
Chapter 4: The Timing
Timing plays a crucial role in the execution of any business process, as it determines the sequence and coordination of actions within the workflow. Each action item is carried out at a specific time, often following the completion of the preceding sub-step and before the next sub-step can commence. However, the process can be designed with varying degrees of flexibility to suit specific business requirements and optimize efficiency.
In many processes, actions are organized sequentially, with one task following another in a predefined order. This sequential execution is often due to inherent dependencies between actions, where the successful completion of one task is a prerequisite for the next one to begin. For example, in a manufacturing process, assembling a product’s components must occur before it can undergo quality testing.
The timing of actions is carefully synchronized to ensure efficiency. By minimizing idle time and maximizing resource utilization, synchronized processes reduce overall cycle time and lead to faster output. For instance, in an assembly line, components move from one workstation to another in a coordinated manner to optimize production speed.
While sequential execution is common, some processes may incorporate parallelism, allowing certain actions to occur simultaneously. This overlapping of actions can expedite the overall process and enhance productivity. For example, in software development, different teams may work on different modules concurrently, allowing for a faster development timeline.
In certain cases, actions may be asynchronous, meaning they can be initiated independently of the completion of preceding tasks. Asynchronous actions are often used to handle time-consuming processes or tasks that are not critical to the immediate workflow. For instance, background data synchronization in a cloud-based application can be asynchronous to avoid blocking other user interactions.
Timing can also be event-driven, with actions triggered based on specific events or conditions rather than a fixed schedule. Event-driven processes are reactive, responding to external stimuli or user inputs. In customer service, for example, a support ticket may be automatically assigned to an agent as soon as it arrives.
Some processes are designed with flexibility to accommodate variations and ad-hoc adjustments. This is particularly relevant in dynamic environments where requirements can change rapidly.
By fine-tuning the timing of actions, organizations can optimize throughput and resource utilization. Bottlenecks and delays can be minimized, leading to smoother and more efficient process execution.
Real-time monitoring of the timing of actions allows organizations to identify potential delays or deviations and take corrective actions to maintain process efficiency.
Analyzing the timing in processes allows for continuous improvement initiatives. Organizations can identify opportunities to streamline actions, reduce cycle times, and optimize resource allocation, resulting in increased productivity and cost-effectiveness.
The timing of actions within a business process is essential for its efficiency and effectiveness. Whether executed sequentially, in parallel, asynchronously, or event-driven, the timing directly impacts the overall workflow and resource allocation. A well-designed process considers the dependencies between actions and seeks to optimize timing for maximum throughput. By understanding the importance of timing in processes and adopting flexible and adaptive approaches, organizations can achieve higher levels of operational efficiency and deliver greater value to their customers.
Chapter 5: Shapes & Symbols
In the context of process mapping, shapes and symbols are integral components used to visually depict various sub-steps and elements within a business process. Each sub-step is typically enclosed within a specific shape or symbol, and there are established conventions for representing different elements of the process. Employing these shapes and symbols offers several advantages in process mapping:
Standardization: By utilizing official shapes and symbols, process mapping adheres to standardized conventions, ensuring uniformity and clarity in representing different process elements. This consistency fosters effective communication and understanding among team members, stakeholders, and other involved parties.
Activity (Rectangle): The rectangle shape commonly represents individual tasks or activities within the process. Each activity box contains a specific action or task to be performed. These activities serve as the fundamental building blocks of the process, connected in a logical sequence to portray the workflow.
Start/End (Rounded Rectangle): The rounded rectangle shape denotes the starting and ending points of the process. It clearly indicates where the process begins and concludes, providing a visual distinction for the initiation and completion of the process flow.
Decision Point (Rhombus): The rhombus shape is used to signify decision points within the process, where choices or branching paths occur. These decision points often involve yes/no or multiple-choice scenarios, directing the process flow based on specified conditions or criteria.
Database (Cylinder): The cylinder shape represents a database or data storage in the process. It signifies the storage and retrieval of information that plays a role in the process flow. Actions or sub-steps related to data are typically depicted using the cylinder symbol.
Connecting Arrows: Arrows serve to link the different shapes and symbols, illustrating the flow of the process. The direction of the arrows indicates the sequence in which activities are performed, guiding the logical progression from one sub-step to the next and ensuring a comprehensible process map.
Visual Communication: The use of standardized shapes and symbols results in visually comprehensible process maps. This graphical representation aids in quickly identifying different sub-steps and understanding their relationships, enhancing the clarity of complex processes.
Process Analysis: Standard shapes and symbols facilitate efficient analysis of the process map. Stakeholders can identify potential bottlenecks, redundancies, or inefficiencies by visually examining the connections and relationships between various activities.
Process Documentation: Adopting official shapes and symbols improves the clarity and professionalism of process documentation. Whether in print or digital form, process maps become organized and suitable for sharing within the organization.
Training and Onboarding: Standardized shapes and symbols simplify training and onboarding for new employees. They can readily grasp the process flow and their roles within it, promoting smoother integration into the team.
Shapes and symbols play a fundamental role in process mapping, as they standardize the representation of sub-steps and elements within a business process. Utilizing official shapes and symbols ensures consistency, enhances visual communication, and facilitates process analysis, ultimately leading to streamlined workflows and successful process management and improvement.
Chapter 6: Direction Of Flow
The direction of flow is a crucial element in process mapping as it brings structure and clarity to the representation of a business process. Arrows are used in process maps to visually depict the flow of activities, connecting two boxes to indicate the sequential order in which tasks are performed. This arrow-based workflow visualization ensures that the entire process map presents a logical and easy-to-follow sequence of steps.
By showing the sequencing of activities, arrows establish the order in which tasks are carried out within the process. Participants can easily understand the natural progression of activities, starting from the initial step and moving towards the final outcome.
Process mapping with arrows creates a visual representation of the workflow, resembling a clear path from the beginning to the end of the process. As participants follow the arrows, they gain an intuitive understanding of the process’s steps and how they lead to the achievement of the process objective.
Decision points in process maps are represented with multiple lines coming out of a single box, indicating the different paths or outcomes that can result from the decision. Arrows emanating from decision points illustrate the alternative routes the process can take, based on specific choices made during the decision-making process.
The directional flow of arrows adds a sense of order and cohesion to the process map. The clear connections between steps create a logical and structured representation of how tasks are related to one another, preventing confusion and ensuring consistency in the process.
The visual guidance provided by arrows makes the process map easy to comprehend, even for individuals who are not directly involved in the process. The flow of arrows allows stakeholders to quickly grasp the process’s flow and understand the dependencies between activities.
Analyzing the direction of flow in a process map can reveal insights into potential bottlenecks, redundancies, or inefficiencies. Stakeholders can identify areas where tasks may be unnecessarily duplicated, where delays occur, or where tasks can be streamlined for improved efficiency.
The direction of flow in process mapping aids in identifying areas for continuous improvement. By examining the sequence of activities, organizations can identify opportunities to optimize the process, remove redundancies, and implement more efficient workflows.
Arrows connecting boxes in process maps help to clarify the handoff points between different participants or teams. This clear delineation ensures smooth collaboration and communication between stakeholders who are responsible for different tasks in the process.
The directional flow of arrows allows for the simulation and testing of the process before implementation. Stakeholders can analyze the workflow, identify potential issues, and make adjustments as needed before the process is executed in real-world scenarios.
Process maps with directional flow assist in project planning and resource allocation. Understanding the logical progression of activities helps in allocating resources appropriately and scheduling tasks in a manner that optimizes efficiency.
The direction of flow through arrows is a fundamental aspect of process mapping, transforming a series of activities into a well-structured workflow. The visual representation provided by arrows allows stakeholders to comprehend the process flow, make informed decisions, and identify areas for improvement. Utilizing arrows to depict the sequential order of activities and decision points, process maps become powerful tools for efficient process management, collaboration, and continuous improvement within organizations.
Chapter 7: Workflow Vs. Process Map
A workflow is a systematic series of steps or activities designed to achieve a specific goal or complete a particular task within an organization. It provides a clear and structured path for the movement of information, tasks, or materials from one participant to another, ensuring smooth coordination and efficient execution of processes. Workflows can be represented visually through flowcharts or diagrams, offering a comprehensive overview of the process and its various components.
Workflows are essential for businesses as they offer several benefits. Firstly, they improve efficiency by eliminating unnecessary steps and redundancies, resulting in faster task completion and increased productivity. Secondly, workflows ensure consistency by defining the order of actions and the individuals or teams responsible for each step. This leads to higher-quality outcomes as tasks are performed consistently and to a predetermined standard. Additionally, workflows enhance accountability as specific responsibilities are assigned to individuals or teams, creating a sense of ownership for the successful completion of tasks. The transparency provided by workflows allows all stakeholders to understand the process, track progress, and identify potential bottlenecks, enabling better decision-making and process optimization.
However, while workflows are beneficial, they can be too simple for businesses with complex and dynamic processes. In such cases, businesses may encounter several challenges. Firstly, processes in real-world scenarios may not always follow a strict linear path, making it difficult for simple workflows to accommodate variations or exceptions. Cross-departmental collaboration in large organizations can also be challenging, as a simple workflow may not adequately capture the interdependencies between diverse groups. Integrating complex technology and handling dynamic environments can be a struggle for simple workflows. Additionally, in highly regulated industries, a simple workflow may struggle to incorporate all necessary compliance checks and approvals.
To address these challenges, businesses may employ more sophisticated workflow management systems or Business Process Management (BPM) tools. These advanced solutions allow for greater flexibility, automation, and integration with other business systems. BPM tools can handle complex decision-making, rule-based processes, and dynamic case management, making them suitable for businesses with intricate and evolving processes.
Process mapping, on the other hand, is a more comprehensive approach used to understand and analyze specific processes in detail. It involves creating a visual diagram that outlines the sequence of activities, decision points, and inputs and outputs of the process. Process mapping allows businesses to gain a deeper understanding of their processes, identify inefficiencies, and make informed decisions for optimization.
The main difference between workflow and process mapping lies in their focus and scope. While a workflow focuses on the operational execution and coordination of activities within a process, process mapping aims to provide a detailed and comprehensive view of a particular process to understand its structure and identify areas for improvement. Process mapping uses visual symbols to represent various process elements, making it easier to understand the relationships between different components and the overall process flow. In contrast, workflows may be more structured and follow a predefined sequence of steps to ensure consistency and standardization in process execution.
Process mapping is more suitable than workflow in instances where organizations require a deeper understanding and analysis of their processes. It is beneficial for process improvement initiatives, cross-functional collaboration, compliance and standardization, process documentation, identifying inefficiencies, process redesign, and training and onboarding. By investing in advanced BPM tools and process mapping techniques, businesses can enhance their process efficiency, collaboration, and adaptability, ultimately gaining a competitive advantage in today’s rapidly changing business landscape.
Chapter 8: Mapping
How to Create a Process Map: A Comprehensive Guide
Creating a process map is a straightforward task that can be accomplished either on paper or using workflow management software and templates. The following steps outline how to create a process map from scratch:
Step 1: Identify the Process to Map
The first step is to determine the process you want to map out. It could be an inefficient process that requires improvement, a new process that needs clear communication to your team, or a complex process that often raises questions among employees. Once identified, name the process.
Step 2: List the Activities Involved
Document all the tasks required to complete the process. Collaborate with teammates and stakeholders involved in the process to ensure accuracy and completeness. Determine the responsible parties for each activity and establish the process’s starting and ending points.
Step 3: Write Out the Sequence of Steps
Arrange the activities in the correct sequence, representing the entire process from start to finish. This step helps identify any missed steps or gaps in the process.
Step 4: Draw a Flowchart Using Process Mapping Symbols
Select the appropriate process mapping format and use process mapping symbols to draw the process flowchart. There are various symbols available to represent different elements of the process.
Step 5: Finalize and Share the Process Map
Review the process map with stakeholders to ensure clarity and agreement. Verify that all steps are included without redundancies or ambiguities.
Step 6: Analyze the Map for Areas of Improvement
Once the process map accurately represents the workflow, use it as a tool to identify bottlenecks and inefficiencies. Collect feedback from your team to determine which steps can be improved or eliminated. Update the process map to reflect the improvements.
Why Use a Process Map?
Process mapping has several benefits, including solidifying ideas, streamlining processes, identifying inefficiencies, simplifying complex ideas, enhancing comprehension, planning for contingencies, coordinating responsibilities, creating documentation, facilitating clear communication, enabling faster decision-making, improving employee performance, and meeting quality standards.
Types of Process Maps:
• Flowchart: Illustrates the process from start to finish in sequential order.
• High-Level Process Map: Provides an overview of the essential steps with minimal detail.
• Detailed Process Map: Includes all details, decision points, and subprocesses.
• Swimlane Map: Delegates process activities to different stakeholders.
• Value Stream Map: Visualizes the process of delivering a product or service to customers.
• SIPOC Diagram: Identifies the key elements and stakeholders in the process.
• Process Mapping Symbols:
Process maps use symbols from the Unified Modeling Language (UML) to represent steps, decision points, inputs and outputs, and team members involved. Common symbols include terminator (ovals), process step (rectangle), flow (arrows), decision (diamond), delay (D-shaped symbol), document (rectangle with a wavy bottom line), data (parallelogram), manual input (rectangle with slanted top line), and subprocess (rectangle with double vertical lines).
Process Mapping Techniques:
Several best practices are recommended for effective process mapping, including setting clear objectives, working backward from output to input, keeping subprocesses simple, using standardized notation, seeking feedback from stakeholders, detailing alternative routes, and mapping the current state of the process for improvements.
By following these steps and best practices, anyone can create a process map to analyze and improve various workflows efficiently.
Chapter 9: “As Is” Vs. “To Be”
Process mapping involves comparing the current state (“as is”) of a business process with the desired future state or target process (“to be”). Typically, organizations create at least two process maps: one to represent the existing workflow and another to illustrate the optimized and enhanced workflow they aim to achieve.
The “as is” process map provides a comprehensive overview of the current state of the process. It captures the actual steps, activities, and interactions that occur at present. This map helps identify inefficiencies, gaps, and potential bottlenecks in the current workflow. By analyzing performance metrics and conducting root cause analysis, stakeholders gain insights into areas for improvement and can set realistic performance targets.
The “to be” process map, on the other hand, portrays the desired future state of the process. It reflects the optimized and improved workflow, incorporating changes, innovations, and best practices aligned with the organization’s goals. The “to be” map visualizes the process improvements and serves as a reference for stakeholders to grasp the proposed transformations and expected outcomes.
The comparison between the “as is” and “to be” process maps enables organizations to build a foundation for change. It facilitates the identification of process improvements and sets the stage for driving improvement initiatives. Stakeholders can simulate and test process changes before implementation, ensuring the feasibility and effectiveness of the proposed improvements.
Moreover, the “to be” process map establishes performance goals and KPIs for the optimized process, providing a roadmap for progress and measurement of success. It aligns stakeholders by offering a shared vision of the desired future state and promoting collaboration during the implementation of changes.
In complex processes, interim versions of the process map may be created, representing incremental improvements toward the “to be” state. This iterative approach allows for continuous improvement and gradual achievement of process optimization.
The comparison between the “as is” and “to be” states in process mapping is essential for driving process improvement and optimization. By analyzing both process maps and implementing targeted improvements, organizations can enhance their workflows, achieve operational excellence, and ensure sustained growth and success.
Chapter 10: Expanding/Combining Steps
In process mapping, the technique of expanding and combining steps plays a vital role in refining the representation of a business process. When a step involves multiple distinct actions, it can be split into separate boxes, each depicting a distinct action. Conversely, if certain actions are consistently interconnected, they can be amalgamated into a single box, resulting in a more streamlined and concise process map.
By expanding steps into separate boxes, process maps can capture finer details and granularities of each action, facilitating a more in-depth analysis of the process for inefficiencies or improvement opportunities. This approach also helps to identify potential bottlenecks and delays within the process by visualizing each action individually.
Combining related actions into a single box simplifies the process map, making it easier to comprehend and follow. This enhances process understanding, ensuring that participants can quickly grasp the logical flow of interconnected actions without being overwhelmed by complexities.
The expansion and combination of steps contribute to optimizing process efficiency. Analyzing each action individually allows organizations to streamline and enhance specific aspects of the process, while combining related actions eliminates redundancy and enhances workflow efficiency.
Furthermore, expanding steps and representing each action separately helps to visualize the dependencies between different activities. This visualization enables stakeholders to understand how each action relates to others and how changes in one action impact the overall process.
Detailed process maps resulting from expanding steps facilitate comprehensive process analysis. Stakeholders can assess the time, resources, and effort required for each action, enabling data-driven decision-making for process improvements.
Combining related actions into a single box streamlines communication and collaboration. The simplified process map enables stakeholders to understand the relationships between different actions, enhancing discussions and teamwork.
Standardization is supported by combining actions into single boxes, creating process maps that promote uniformity and consistency across departments and teams.
The technique of expanding and combining steps also helps to streamline training and onboarding of new employees. By focusing on essential actions grouped together in one box, newcomers can integrate into the workflow more efficiently.
This approach can be adapted to the complexity of each process. For straightforward processes, combining related actions may be more efficient, while complex processes may benefit from expanding into separate boxes.
Expanding and combining steps in process mapping optimizes process representation, enhances analysis, and fosters efficiency. This flexible technique accurately reflects the intricacies of different processes, making process maps valuable tools for enhancing productivity and achieving operational excellence in businesses.
Chapter 11: Versioning, Circulation, And Approval
Versioning, circulation, and approval are integral components in process mapping, ensuring the creation of efficient and accurate process maps. The process of developing process maps often involves multiple iterations and collaboration with various stakeholders. Keeping draft versions for reference allows for tracking the evolution of the process map and provides a historical record of changes made, ensuring traceability and understanding of the rationale behind alterations.
Circulating major versions among key participants encourages collaboration and feedback. Stakeholders can offer valuable insights, suggest improvements, and raise concerns, resulting in a more comprehensive and accurate process map. The iterative nature of the process promotes dialogue and incorporates diverse perspectives.
Obtaining final approval from all relevant parties before implementation is crucial. This signifies consensus and agreement on the content and accuracy of the process map. Unanimous approval ensures that all stakeholders are committed to adhering to the mapped-out process, minimizing misunderstandings or discrepancies.
Versioning, circulation, and approval contribute to the accuracy and consistency of the process map. Draft versions serve as stepping stones to a refined and well-structured process map. Circulating major versions fosters inclusivity, leading to a comprehensive outcome. Final approval ensures alignment among participants and reduces resistance to change during the transition to the final process map.
This approach also facilitates change management, as stakeholders can gradually review and adapt to proposed improvements. It documents decision-making throughout the process, providing insights into the rationale behind choices and changes made. For industries with strict regulatory requirements, versioning and approval serve as evidence of thoroughness and compliance.
Versioning allows for preservation of the process map’s evolution, helping to identify trends and areas for continuous improvement. It also supports risk management and auditing purposes, as auditors can trace the development of the process map and assess its impact on efficiency and compliance.
Versioning, circulation, and approval are essential in process mapping for accuracy, inclusivity, and adherence to regulatory standards. By maintaining draft versions, encouraging collaboration, and obtaining final approval, organizations can create well-structured process maps that drive efficiency and promote continuous improvement. This iterative approach to process mapping facilitates successful implementation and cultivates an environment of collaboration and excellence.
Curriculum
Process Re-engineering – Workshop 3 – Process Mapping
- Purpose
- The Actions
- The Participants
- The Timing
- Shapes & Symbols
- Direction Of Flow
- Workflow Vs. Process Map
- Mapping
- “As Is” Vs. “To Be”
- Expanding/Combining Steps
- Versioning, Circulation, And Approval
Distance Learning
Introduction
Welcome to Appleton Greene and thank you for enrolling on the Process Re-engineering corporate training program. You will be learning through our unique facilitation via distance-learning method, which will enable you to practically implement everything that you learn academically. The methods and materials used in your program have been designed and developed to ensure that you derive the maximum benefits and enjoyment possible. We hope that you find the program challenging and fun to do. However, if you have never been a distance-learner before, you may be experiencing some trepidation at the task before you. So we will get you started by giving you some basic information and guidance on how you can make the best use of the modules, how you should manage the materials and what you should be doing as you work through them. This guide is designed to point you in the right direction and help you to become an effective distance-learner. Take a few hours or so to study this guide and your guide to tutorial support for students, while making notes, before you start to study in earnest.
Study environment
You will need to locate a quiet and private place to study, preferably a room where you can easily be isolated from external disturbances or distractions. Make sure the room is well-lit and incorporates a relaxed, pleasant feel. If you can spoil yourself within your study environment, you will have much more of a chance to ensure that you are always in the right frame of mind when you do devote time to study. For example, a nice fire, the ability to play soft soothing background music, soft but effective lighting, perhaps a nice view if possible and a good size desk with a comfortable chair. Make sure that your family know when you are studying and understand your study rules. Your study environment is very important. The ideal situation, if at all possible, is to have a separate study, which can be devoted to you. If this is not possible then you will need to pay a lot more attention to developing and managing your study schedule, because it will affect other people as well as yourself. The better your study environment, the more productive you will be.
Study tools & rules
Try and make sure that your study tools are sufficient and in good working order. You will need to have access to a computer, scanner and printer, with access to the internet. You will need a very comfortable chair, which supports your lower back, and you will need a good filing system. It can be very frustrating if you are spending valuable study time trying to fix study tools that are unreliable, or unsuitable for the task. Make sure that your study tools are up to date. You will also need to consider some study rules. Some of these rules will apply to you and will be intended to help you to be more disciplined about when and how you study. This distance-learning guide will help you and after you have read it you can put some thought into what your study rules should be. You will also need to negotiate some study rules for your family, friends or anyone who lives with you. They too will need to be disciplined in order to ensure that they can support you while you study. It is important to ensure that your family and friends are an integral part of your study team. Having their support and encouragement can prove to be a crucial contribution to your successful completion of the program. Involve them in as much as you can.
Successful distance-learning
Distance-learners are freed from the necessity of attending regular classes or workshops, since they can study in their own way, at their own pace and for their own purposes. But unlike traditional internal training courses, it is the student’s responsibility, with a distance-learning program, to ensure that they manage their own study contribution. This requires strong self-discipline and self-motivation skills and there must be a clear will to succeed. Those students who are used to managing themselves, are good at managing others and who enjoy working in isolation, are more likely to be good distance-learners. It is also important to be aware of the main reasons why you are studying and of the main objectives that you are hoping to achieve as a result. You will need to remind yourself of these objectives at times when you need to motivate yourself. Never lose sight of your long-term goals and your short-term objectives. There is nobody available here to pamper you, or to look after you, or to spoon-feed you with information, so you will need to find ways to encourage and appreciate yourself while you are studying. Make sure that you chart your study progress, so that you can be sure of your achievements and re-evaluate your goals and objectives regularly.
Self-assessment
Appleton Greene training programs are in all cases post-graduate programs. Consequently, you should already have obtained a business-related degree and be an experienced learner. You should therefore already be aware of your study strengths and weaknesses. For example, which time of the day are you at your most productive? Are you a lark or an owl? What study methods do you respond to the most? Are you a consistent learner? How do you discipline yourself? How do you ensure that you enjoy yourself while studying? It is important to understand yourself as a learner and so some self-assessment early on will be necessary if you are to apply yourself correctly. Perform a SWOT analysis on yourself as a student. List your internal strengths and weaknesses as a student and your external opportunities and threats. This will help you later on when you are creating a study plan. You can then incorporate features within your study plan that can ensure that you are playing to your strengths, while compensating for your weaknesses. You can also ensure that you make the most of your opportunities, while avoiding the potential threats to your success.
Accepting responsibility as a student
Training programs invariably require a significant investment, both in terms of what they cost and in the time that you need to contribute to study and the responsibility for successful completion of training programs rests entirely with the student. This is never more apparent than when a student is learning via distance-learning. Accepting responsibility as a student is an important step towards ensuring that you can successfully complete your training program. It is easy to instantly blame other people or factors when things go wrong. But the fact of the matter is that if a failure is your failure, then you have the power to do something about it, it is entirely in your own hands. If it is always someone else’s failure, then you are powerless to do anything about it. All students study in entirely different ways, this is because we are all individuals and what is right for one student, is not necessarily right for another. In order to succeed, you will have to accept personal responsibility for finding a way to plan, implement and manage a personal study plan that works for you. If you do not succeed, you only have yourself to blame.
Planning
By far the most critical contribution to stress, is the feeling of not being in control. In the absence of planning we tend to be reactive and can stumble from pillar to post in the hope that things will turn out fine in the end. Invariably they don’t! In order to be in control, we need to have firm ideas about how and when we want to do things. We also need to consider as many possible eventualities as we can, so that we are prepared for them when they happen. Prescriptive Change, is far easier to manage and control, than Emergent Change. The same is true with distance-learning. It is much easier and much more enjoyable, if you feel that you are in control and that things are going to plan. Even when things do go wrong, you are prepared for them and can act accordingly without any unnecessary stress. It is important therefore that you do take time to plan your studies properly.
Management
Once you have developed a clear study plan, it is of equal importance to ensure that you manage the implementation of it. Most of us usually enjoy planning, but it is usually during implementation when things go wrong. Targets are not met and we do not understand why. Sometimes we do not even know if targets are being met. It is not enough for us to conclude that the study plan just failed. If it is failing, you will need to understand what you can do about it. Similarly if your study plan is succeeding, it is still important to understand why, so that you can improve upon your success. You therefore need to have guidelines for self-assessment so that you can be consistent with performance improvement throughout the program. If you manage things correctly, then your performance should constantly improve throughout the program.
Study objectives & tasks
The first place to start is developing your program objectives. These should feature your reasons for undertaking the training program in order of priority. Keep them succinct and to the point in order to avoid confusion. Do not just write the first things that come into your head because they are likely to be too similar to each other. Make a list of possible departmental headings, such as: Customer Service; E-business; Finance; Globalization; Human Resources; Technology; Legal; Management; Marketing and Production. Then brainstorm for ideas by listing as many things that you want to achieve under each heading and later re-arrange these things in order of priority. Finally, select the top item from each department heading and choose these as your program objectives. Try and restrict yourself to five because it will enable you to focus clearly. It is likely that the other things that you listed will be achieved if each of the top objectives are achieved. If this does not prove to be the case, then simply work through the process again.
Study forecast
As a guide, the Appleton Greene Process Re-engineering corporate training program should take 12-18 months to complete, depending upon your availability and current commitments. The reason why there is such a variance in time estimates is because every student is an individual, with differing productivity levels and different commitments. These differentiations are then exaggerated by the fact that this is a distance-learning program, which incorporates the practical integration of academic theory as a part of the training program. Consequently all of the project studies are real, which means that important decisions and compromises need to be made. You will want to get things right and will need to be patient with your expectations in order to ensure that they are. We would always recommend that you are prudent with your own task and time forecasts, but you still need to develop them and have a clear indication of what are realistic expectations in your case. With reference to your time planning: consider the time that you can realistically dedicate towards study with the program every week; calculate how long it should take you to complete the program, using the guidelines featured here; then break the program down into logical modules and allocate a suitable proportion of time to each of them, these will be your milestones; you can create a time plan by using a spreadsheet on your computer, or a personal organizer such as MS Outlook, you could also use a financial forecasting software; break your time forecasts down into manageable chunks of time, the more specific you can be, the more productive and accurate your time management will be; finally, use formulas where possible to do your time calculations for you, because this will help later on when your forecasts need to change in line with actual performance. With reference to your task planning: refer to your list of tasks that need to be undertaken in order to achieve your program objectives; with reference to your time plan, calculate when each task should be implemented; remember that you are not estimating when your objectives will be achieved, but when you will need to focus upon implementing the corresponding tasks; you also need to ensure that each task is implemented in conjunction with the associated training modules which are relevant; then break each single task down into a list of specific to do’s, say approximately ten to do’s for each task and enter these into your study plan; once again you could use MS Outlook to incorporate both your time and task planning and this could constitute your study plan; you could also use a project management software like MS Project. You should now have a clear and realistic forecast detailing when you can expect to be able to do something about undertaking the tasks to achieve your program objectives.
Performance management
It is one thing to develop your study forecast, it is quite another to monitor your progress. Ultimately it is less important whether you achieve your original study forecast and more important that you update it so that it constantly remains realistic in line with your performance. As you begin to work through the program, you will begin to have more of an idea about your own personal performance and productivity levels as a distance-learner. Once you have completed your first study module, you should re-evaluate your study forecast for both time and tasks, so that they reflect your actual performance level achieved. In order to achieve this you must first time yourself while training by using an alarm clock. Set the alarm for hourly intervals and make a note of how far you have come within that time. You can then make a note of your actual performance on your study plan and then compare your performance against your forecast. Then consider the reasons that have contributed towards your performance level, whether they are positive or negative and make a considered adjustment to your future forecasts as a result. Given time, you should start achieving your forecasts regularly.
With reference to time management: time yourself while you are studying and make a note of the actual time taken in your study plan; consider your successes with time-efficiency and the reasons for the success in each case and take this into consideration when reviewing future time planning; consider your failures with time-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future time planning; re-evaluate your study forecast in relation to time planning for the remainder of your training program to ensure that you continue to be realistic about your time expectations. You need to be consistent with your time management, otherwise you will never complete your studies. This will either be because you are not contributing enough time to your studies, or you will become less efficient with the time that you do allocate to your studies. Remember, if you are not in control of your studies, they can just become yet another cause of stress for you.
With reference to your task management: time yourself while you are studying and make a note of the actual tasks that you have undertaken in your study plan; consider your successes with task-efficiency and the reasons for the success in each case; take this into consideration when reviewing future task planning; consider your failures with task-efficiency and the reasons for the failures in each case and take this into consideration when reviewing future task planning; re-evaluate your study forecast in relation to task planning for the remainder of your training program to ensure that you continue to be realistic about your task expectations. You need to be consistent with your task management, otherwise you will never know whether you are achieving your program objectives or not.
Keeping in touch
You will have access to qualified and experienced professors and tutors who are responsible for providing tutorial support for your particular training program. So don’t be shy about letting them know how you are getting on. We keep electronic records of all tutorial support emails so that professors and tutors can review previous correspondence before considering an individual response. It also means that there is a record of all communications between you and your professors and tutors and this helps to avoid any unnecessary duplication, misunderstanding, or misinterpretation. If you have a problem relating to the program, share it with them via email. It is likely that they have come across the same problem before and are usually able to make helpful suggestions and steer you in the right direction. To learn more about when and how to use tutorial support, please refer to the Tutorial Support section of this student information guide. This will help you to ensure that you are making the most of tutorial support that is available to you and will ultimately contribute towards your success and enjoyment with your training program.
Work colleagues and family
You should certainly discuss your program study progress with your colleagues, friends and your family. Appleton Greene training programs are very practical. They require you to seek information from other people, to plan, develop and implement processes with other people and to achieve feedback from other people in relation to viability and productivity. You will therefore have plenty of opportunities to test your ideas and enlist the views of others. People tend to be sympathetic towards distance-learners, so don’t bottle it all up in yourself. Get out there and share it! It is also likely that your family and colleagues are going to benefit from your labors with the program, so they are likely to be much more interested in being involved than you might think. Be bold about delegating work to those who might benefit themselves. This is a great way to achieve understanding and commitment from people who you may later rely upon for process implementation. Share your experiences with your friends and family.
Making it relevant
The key to successful learning is to make it relevant to your own individual circumstances. At all times you should be trying to make bridges between the content of the program and your own situation. Whether you achieve this through quiet reflection or through interactive discussion with your colleagues, client partners or your family, remember that it is the most important and rewarding aspect of translating your studies into real self-improvement. You should be clear about how you want the program to benefit you. This involves setting clear study objectives in relation to the content of the course in terms of understanding, concepts, completing research or reviewing activities and relating the content of the modules to your own situation. Your objectives may understandably change as you work through the program, in which case you should enter the revised objectives on your study plan so that you have a permanent reminder of what you are trying to achieve, when and why.
Distance-learning check-list
Prepare your study environment, your study tools and rules.
Undertake detailed self-assessment in terms of your ability as a learner.
Create a format for your study plan.
Consider your study objectives and tasks.
Create a study forecast.
Assess your study performance.
Re-evaluate your study forecast.
Be consistent when managing your study plan.
Use your Appleton Greene Certified Learning Provider (CLP) for tutorial support.
Make sure you keep in touch with those around you.
Tutorial Support
Programs
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. They are implemented over a sustainable period of time and professional support is consistently provided by qualified learning providers and specialist consultants.
Support available
You will have a designated Certified Learning Provider (CLP) and an Accredited Consultant and we encourage you to communicate with them as much as possible. In all cases tutorial support is provided online because we can then keep a record of all communications to ensure that tutorial support remains consistent. You would also be forwarding your work to the tutorial support unit for evaluation and assessment. You will receive individual feedback on all of the work that you undertake on a one-to-one basis, together with specific recommendations for anything that may need to be changed in order to achieve a pass with merit or a pass with distinction and you then have as many opportunities as you may need to re-submit project studies until they meet with the required standard. Consequently the only reason that you should really fail (CLP) is if you do not do the work. It makes no difference to us whether a student takes 12 months or 18 months to complete the program, what matters is that in all cases the same quality standard will have been achieved.
Support Process
Please forward all of your future emails to the designated (CLP) Tutorial Support Unit email address that has been provided and please do not duplicate or copy your emails to other AGC email accounts as this will just cause unnecessary administration. Please note that emails are always answered as quickly as possible but you will need to allow a period of up to 20 business days for responses to general tutorial support emails during busy periods, because emails are answered strictly within the order in which they are received. You will also need to allow a period of up to 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Please therefore kindly allow for this within your time planning. All communications are managed online via email because it enables tutorial service support managers to review other communications which have been received before responding and it ensures that there is a copy of all communications retained on file for future reference. All communications will be stored within your personal (CLP) study file here at Appleton Greene throughout your designated study period. If you need any assistance or clarification at any time, please do not hesitate to contact us by forwarding an email and remember that we are here to help. If you have any questions, please list and number your questions succinctly and you can then be sure of receiving specific answers to each and every query.
Time Management
It takes approximately 1 Year to complete the Process Re-engineering corporate training program, incorporating 12 x 6-hour monthly workshops. Each student will also need to contribute approximately 4 hours per week over 1 Year of their personal time. Students can study from home or work at their own pace and are responsible for managing their own study plan. There are no formal examinations and students are evaluated and assessed based upon their project study submissions, together with the quality of their internal analysis and supporting documents. They can contribute more time towards study when they have the time to do so and can contribute less time when they are busy. All students tend to be in full time employment while studying and the Process Re-engineering program is purposely designed to accommodate this, so there is plenty of flexibility in terms of time management. It makes no difference to us at Appleton Greene, whether individuals take 12-18 months to complete this program. What matters is that in all cases the same standard of quality will have been achieved with the standard and bespoke programs that have been developed.
Distance Learning Guide
The distance learning guide should be your first port of call when starting your training program. It will help you when you are planning how and when to study, how to create the right environment and how to establish the right frame of mind. If you can lay the foundations properly during the planning stage, then it will contribute to your enjoyment and productivity while training later. The guide helps to change your lifestyle in order to accommodate time for study and to cultivate good study habits. It helps you to chart your progress so that you can measure your performance and achieve your goals. It explains the tools that you will need for study and how to make them work. It also explains how to translate academic theory into practical reality. Spend some time now working through your distance learning guide and make sure that you have firm foundations in place so that you can make the most of your distance learning program. There is no requirement for you to attend training workshops or classes at Appleton Greene offices. The entire program is undertaken online, program course manuals and project studies are administered via the Appleton Greene web site and via email, so you are able to study at your own pace and in the comfort of your own home or office as long as you have a computer and access to the internet.
How To Study
The how to study guide provides students with a clear understanding of the Appleton Greene facilitation via distance learning training methods and enables students to obtain a clear overview of the training program content. It enables students to understand the step-by-step training methods used by Appleton Greene and how course manuals are integrated with project studies. It explains the research and development that is required and the need to provide evidence and references to support your statements. It also enables students to understand precisely what will be required of them in order to achieve a pass with merit and a pass with distinction for individual project studies and provides useful guidance on how to be innovative and creative when developing your content.
Tutorial Support
Tutorial support for the Appleton Greene Process Re-engineering corporate training program is provided online either through the Appleton Greene Client Support Portal (CSP), or via email. All tutorial support requests are facilitated by a designated Program Administration Manager (PAM). They are responsible for deciding which professor or tutor is the most appropriate option relating to the support required and then the tutorial support request is forwarded onto them. Once the professor or tutor has completed the tutorial support request and answered any questions that have been asked, this communication is then returned to the student via email by the designated Program Administration Manager (PAM). This enables all tutorial support, between students, professors and tutors, to be facilitated by the designated Program Administration Manager (PAM) efficiently and securely through the email account. You will therefore need to allow a period of up to 20 business days for responses to general support queries and up to 30 business days for the evaluation and assessment of project studies, because all tutorial support requests are answered strictly within the order in which they are received. This does not include weekends or public holidays. Consequently you need to put some thought into the management of your tutorial support procedure in order to ensure that your study plan is feasible and to obtain the maximum possible benefit from tutorial support during your period of study. Please retain copies of your tutorial support emails for future reference. Please ensure that ALL of your tutorial support emails are set out using the format as suggested within your guide to tutorial support. Your tutorial support emails need to be referenced clearly to the specific part of the course manual or project study which you are working on at any given time. You also need to list and number any questions that you would like to ask, up to a maximum of five questions within each tutorial support email. Remember the more specific you can be with your questions the more specific your answers will be too and this will help you to avoid any unnecessary misunderstanding, misinterpretation, or duplication. The guide to tutorial support is intended to help you to understand how and when to use support in order to ensure that you get the most out of your training program. Appleton Greene training programs are designed to enable you to do things for yourself. They provide you with a structure or a framework and we use tutorial support to facilitate students while they practically implement what they learn. In other words, we are enabling students to do things for themselves. The benefits of distance learning via facilitation are considerable and are much more sustainable in the long-term than traditional short-term knowledge sharing programs. Consequently you should learn how and when to use tutorial support so that you can maximize the benefits from your learning experience with Appleton Greene. This guide describes the purpose of each training function and how to use them and how to use tutorial support in relation to each aspect of the training program. It also provides useful tips and guidance with regard to best practice.
Tutorial Support Tips
Students are often unsure about how and when to use tutorial support with Appleton Greene. This Tip List will help you to understand more about how to achieve the most from using tutorial support. Refer to it regularly to ensure that you are continuing to use the service properly. Tutorial support is critical to the success of your training experience, but it is important to understand when and how to use it in order to maximize the benefit that you receive. It is no coincidence that those students who succeed are those that learn how to be positive, proactive and productive when using tutorial support.
Be positive and friendly with your tutorial support emails
Remember that if you forward an email to the tutorial support unit, you are dealing with real people. “Do unto others as you would expect others to do unto you”. If you are positive, complimentary and generally friendly in your emails, you will generate a similar response in return. This will be more enjoyable, productive and rewarding for you in the long-term.
Think about the impression that you want to create
Every time that you communicate, you create an impression, which can be either positive or negative, so put some thought into the impression that you want to create. Remember that copies of all tutorial support emails are stored electronically and tutors will always refer to prior correspondence before responding to any current emails. Over a period of time, a general opinion will be arrived at in relation to your character, attitude and ability. Try to manage your own frustrations, mood swings and temperament professionally, without involving the tutorial support team. Demonstrating frustration or a lack of patience is a weakness and will be interpreted as such. The good thing about communicating in writing, is that you will have the time to consider your content carefully, you can review it and proof-read it before sending your email to Appleton Greene and this should help you to communicate more professionally, consistently and to avoid any unnecessary knee-jerk reactions to individual situations as and when they may arise. Please also remember that the CLP Tutorial Support Unit will not just be responsible for evaluating and assessing the quality of your work, they will also be responsible for providing recommendations to other learning providers and to client contacts within the Appleton Greene global client network, so do be in control of your own emotions and try to create a good impression.
Remember that quality is preferred to quantity
Please remember that when you send an email to the tutorial support team, you are not using Twitter or Text Messaging. Try not to forward an email every time that you have a thought. This will not prove to be productive either for you or for the tutorial support team. Take time to prepare your communications properly, as if you were writing a professional letter to a business colleague and make a list of queries that you are likely to have and then incorporate them within one email, say once every month, so that the tutorial support team can understand more about context, application and your methodology for study. Get yourself into a consistent routine with your tutorial support requests and use the tutorial support template provided with ALL of your emails. The (CLP) Tutorial Support Unit will not spoon-feed you with information. They need to be able to evaluate and assess your tutorial support requests carefully and professionally.
Be specific about your questions in order to receive specific answers
Try not to write essays by thinking as you are writing tutorial support emails. The tutorial support unit can be unclear about what in fact you are asking, or what you are looking to achieve. Be specific about asking questions that you want answers to. Number your questions. You will then receive specific answers to each and every question. This is the main purpose of tutorial support via email.
Keep a record of your tutorial support emails
It is important that you keep a record of all tutorial support emails that are forwarded to you. You can then refer to them when necessary and it avoids any unnecessary duplication, misunderstanding, or misinterpretation.
Individual training workshops or telephone support
Please be advised that Appleton Greene does not provide separate or individual tutorial support meetings, workshops, or provide telephone support for individual students. Appleton Greene is an equal opportunities learning and service provider and we are therefore understandably bound to treat all students equally. We cannot therefore broker special financial or study arrangements with individual students regardless of the circumstances. All tutorial support is provided online and this enables Appleton Greene to keep a record of all communications between students, professors and tutors on file for future reference, in accordance with our quality management procedure and your terms and conditions of enrolment. All tutorial support is provided online via email because it enables us to have time to consider support content carefully, it ensures that you receive a considered and detailed response to your queries. You can number questions that you would like to ask, which relate to things that you do not understand or where clarification may be required. You can then be sure of receiving specific answers to each individual query. You will also then have a record of these communications and of all tutorial support, which has been provided to you. This makes tutorial support administration more productive by avoiding any unnecessary duplication, misunderstanding, or misinterpretation.
Tutorial Support Email Format
You should use this tutorial support format if you need to request clarification or assistance while studying with your training program. Please note that ALL of your tutorial support request emails should use the same format. You should therefore set up a standard email template, which you can then use as and when you need to. Emails that are forwarded to Appleton Greene, which do not use the following format, may be rejected and returned to you by the (CLP) Program Administration Manager. A detailed response will then be forwarded to you via email usually within 20 business days of receipt for general support queries and 30 business days for the evaluation and assessment of project studies. This does not include weekends or public holidays. Your tutorial support request, together with the corresponding TSU reply, will then be saved and stored within your electronic TSU file at Appleton Greene for future reference.
Subject line of your email
Please insert: Appleton Greene (CLP) Tutorial Support Request: (Your Full Name) (Date), within the subject line of your email.
Main body of your email
Please insert:
1. Appleton Greene Certified Learning Provider (CLP) Tutorial Support Request
2. Your Full Name
3. Date of TS request
4. Preferred email address
5. Backup email address
6. Course manual page name or number (reference)
7. Project study page name or number (reference)
Subject of enquiry
Please insert a maximum of 50 words (please be succinct)
Briefly outline the subject matter of your inquiry, or what your questions relate to.
Question 1
Maximum of 50 words (please be succinct)
Question 2
Maximum of 50 words (please be succinct)
Question 3
Maximum of 50 words (please be succinct)
Question 4
Maximum of 50 words (please be succinct)
Question 5
Maximum of 50 words (please be succinct)
Please note that a maximum of 5 questions is permitted with each individual tutorial support request email.
Procedure
* List the questions that you want to ask first, then re-arrange them in order of priority. Make sure that you reference them, where necessary, to the course manuals or project studies.
* Make sure that you are specific about your questions and number them. Try to plan the content within your emails to make sure that it is relevant.
* Make sure that your tutorial support emails are set out correctly, using the Tutorial Support Email Format provided here.
* Save a copy of your email and incorporate the date sent after the subject title. Keep your tutorial support emails within the same file and in date order for easy reference.
* Allow up to 20 business days for a response to general tutorial support emails and up to 30 business days for the evaluation and assessment of project studies, because detailed individual responses will be made in all cases and tutorial support emails are answered strictly within the order in which they are received.
* Emails can and do get lost. So if you have not received a reply within the appropriate time, forward another copy or a reminder to the tutorial support unit to be sure that it has been received but do not forward reminders unless the appropriate time has elapsed.
* When you receive a reply, save it immediately featuring the date of receipt after the subject heading for easy reference. In most cases the tutorial support unit replies to your questions individually, so you will have a record of the questions that you asked as well as the answers offered. With project studies however, separate emails are usually forwarded by the tutorial support unit, so do keep a record of your own original emails as well.
* Remember to be positive and friendly in your emails. You are dealing with real people who will respond to the same things that you respond to.
* Try not to repeat questions that have already been asked in previous emails. If this happens the tutorial support unit will probably just refer you to the appropriate answers that have already been provided within previous emails.
* If you lose your tutorial support email records you can write to Appleton Greene to receive a copy of your tutorial support file, but a separate administration charge may be levied for this service.
How To Study
Your Certified Learning Provider (CLP) and Accredited Consultant can help you to plan a task list for getting started so that you can be clear about your direction and your priorities in relation to your training program. It is also a good way to introduce yourself to the tutorial support team.
Planning your study environment
Your study conditions are of great importance and will have a direct effect on how much you enjoy your training program. Consider how much space you will have, whether it is comfortable and private and whether you are likely to be disturbed. The study tools and facilities at your disposal are also important to the success of your distance-learning experience. Your tutorial support unit can help with useful tips and guidance, regardless of your starting position. It is important to get this right before you start working on your training program.
Planning your program objectives
It is important that you have a clear list of study objectives, in order of priority, before you start working on your training program. Your tutorial support unit can offer assistance here to ensure that your study objectives have been afforded due consideration and priority.
Planning how and when to study
Distance-learners are freed from the necessity of attending regular classes, since they can study in their own way, at their own pace and for their own purposes. This approach is designed to let you study efficiently away from the traditional classroom environment. It is important however, that you plan how and when to study, so that you are making the most of your natural attributes, strengths and opportunities. Your tutorial support unit can offer assistance and useful tips to ensure that you are playing to your strengths.
Planning your study tasks
You should have a clear understanding of the study tasks that you should be undertaking and the priority associated with each task. These tasks should also be integrated with your program objectives. The distance learning guide and the guide to tutorial support for students should help you here, but if you need any clarification or assistance, please contact your tutorial support unit.
Planning your time
You will need to allocate specific times during your calendar when you intend to study if you are to have a realistic chance of completing your program on time. You are responsible for planning and managing your own study time, so it is important that you are successful with this. Your tutorial support unit can help you with this if your time plan is not working.
Keeping in touch
Consistency is the key here. If you communicate too frequently in short bursts, or too infrequently with no pattern, then your management ability with your studies will be questioned, both by you and by your tutorial support unit. It is obvious when a student is in control and when one is not and this will depend how able you are at sticking with your study plan. Inconsistency invariably leads to in-completion.
Charting your progress
Your tutorial support team can help you to chart your own study progress. Refer to your distance learning guide for further details.
Making it work
To succeed, all that you will need to do is apply yourself to undertaking your training program and interpreting it correctly. Success or failure lies in your hands and your hands alone, so be sure that you have a strategy for making it work. Your Certified Learning Provider (CLP) and Accredited Consultant can guide you through the process of program planning, development and implementation.
Reading methods
Interpretation is often unique to the individual but it can be improved and even quantified by implementing consistent interpretation methods. Interpretation can be affected by outside interference such as family members, TV, or the Internet, or simply by other thoughts which are demanding priority in our minds. One thing that can improve our productivity is using recognized reading methods. This helps us to focus and to be more structured when reading information for reasons of importance, rather than relaxation.
Speed reading
When reading through course manuals for the first time, subconsciously set your reading speed to be just fast enough that you cannot dwell on individual words or tables. With practice, you should be able to read an A4 sheet of paper in one minute. You will not achieve much in the way of a detailed understanding, but your brain will retain a useful overview. This overview will be important later on and will enable you to keep individual issues in perspective with a more generic picture because speed reading appeals to the memory part of the brain. Do not worry about what you do or do not remember at this stage.
Content reading
Once you have speed read everything, you can then start work in earnest. You now need to read a particular section of your course manual thoroughly, by making detailed notes while you read. This process is called Content Reading and it will help to consolidate your understanding and interpretation of the information that has been provided.
Making structured notes on the course manuals
When you are content reading, you should be making detailed notes, which are both structured and informative. Make these notes in a MS Word document on your computer, because you can then amend and update these as and when you deem it to be necessary. List your notes under three headings: 1. Interpretation – 2. Questions – 3. Tasks. The purpose of the 1st section is to clarify your interpretation by writing it down. The purpose of the 2nd section is to list any questions that the issue raises for you. The purpose of the 3rd section is to list any tasks that you should undertake as a result. Anyone who has graduated with a business-related degree should already be familiar with this process.
Organizing structured notes separately
You should then transfer your notes to a separate study notebook, preferably one that enables easy referencing, such as a MS Word Document, a MS Excel Spreadsheet, a MS Access Database, or a personal organizer on your cell phone. Transferring your notes allows you to have the opportunity of cross-checking and verifying them, which assists considerably with understanding and interpretation. You will also find that the better you are at doing this, the more chance you will have of ensuring that you achieve your study objectives.
Question your understanding
Do challenge your understanding. Explain things to yourself in your own words by writing things down.
Clarifying your understanding
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your understanding.
Question your interpretation
Do challenge your interpretation. Qualify your interpretation by writing it down.
Clarifying your interpretation
If you are at all unsure, forward an email to your tutorial support unit and they will help to clarify your interpretation.
Qualification Requirements
The student will need to successfully complete the project study and all of the exercises relating to the Process Re-engineering corporate training program, achieving a pass with merit or distinction in each case, in order to qualify as an Accredited Process Re-engineering Specialist (APRS). All monthly workshops need to be tried and tested within your company. These project studies can be completed in your own time and at your own pace and in the comfort of your own home or office. There are no formal examinations, assessment is based upon the successful completion of the project studies. They are called project studies because, unlike case studies, these projects are not theoretical, they incorporate real program processes that need to be properly researched and developed. The project studies assist us in measuring your understanding and interpretation of the training program and enable us to assess qualification merits. All of the project studies are based entirely upon the content within the training program and they enable you to integrate what you have learnt into your corporate training practice.
Process Re-engineering – Grading Contribution
Project Study – Grading Contribution
Customer Service – 10%
E-business – 05%
Finance – 10%
Globalization – 10%
Human Resources – 10%
Information Technology – 10%
Legal – 05%
Management – 10%
Marketing – 10%
Production – 10%
Education – 05%
Logistics – 05%
TOTAL GRADING – 100%
Qualification grades
A mark of 90% = Pass with Distinction.
A mark of 75% = Pass with Merit.
A mark of less than 75% = Fail.
If you fail to achieve a mark of 75% with a project study, you will receive detailed feedback from the Certified Learning Provider (CLP) and/or Accredited Consultant, together with a list of tasks which you will need to complete, in order to ensure that your project study meets with the minimum quality standard that is required by Appleton Greene. You can then re-submit your project study for further evaluation and assessment. Indeed you can re-submit as many drafts of your project studies as you need to, until such a time as they eventually meet with the required standard by Appleton Greene, so you need not worry about this, it is all part of the learning process.
When marking project studies, Appleton Greene is looking for sufficient evidence of the following:
Pass with merit
A satisfactory level of program understanding
A satisfactory level of program interpretation
A satisfactory level of project study content presentation
A satisfactory level of the practical integration of academic theory
Pass with distinction
An exceptional level of program understanding
An exceptional level of program interpretation
An exceptional level of project study content presentation
An exceptional level of the practical integration of academic theory
Preliminary Analysis
Online Article
By Trebble et al,
BMJ
‘Process mapping the patient journey: an introduction
Process mapping enables the reconfiguring of the patient journey from the patient’s perspective in order to improve quality of care and release resources. This paper provides a practical framework for using this versatile and simple technique in hospital.
Healthcare process mapping is a new and important form of clinical audit that examines how we manage the patient journey, using the patient’s perspective to identify problems and suggest improvements. We outline the steps involved in mapping the patient’s journey, as we believe that a basic understanding of this versatile and simple technique, and when and how to use it, is valuable to clinicians who are developing clinical services.
What information does process mapping provide and what is it used for?
Process mapping allows us to “see” and understand the patient’s experience by separating the management of a specific condition or treatment into a series of consecutive events or steps (activities, interventions, or staff interactions, for example). The sequence of these steps between two points (from admission to the accident and emergency department to discharge from the ward) can be viewed as a patient pathway or process of care.
Improving the patient pathway involves the coordination of multidisciplinary practice, aiming to maximise clinical efficacy and efficiency by eliminating ineffective and unnecessary care. The data provided by process mapping can be used to redesign the patient pathway to improve the quality or efficiency of clinical management and to alter the focus of care towards activities most valued by the patient.
Process mapping has shown clinical benefit across a variety of specialties, multidisciplinary teams, and healthcare systems. The NHS Institute for Innovation and Improvement proposes a range of practical benefits using this approach.
Benefits of process mapping
• A starting point for an improvement project specific for your own place of work
• Creating a culture of ownership, responsibility and accountability for your team
• Illustrates a patient pathway or process, understanding it from a patient’s perspective
• An aid to plan changes more effectively
• Collecting ideas, often from staff who understand the system but who rarely contribute to change
• An interactive event that engages staff
• An end product (a process map) that is easy to understand and highly visual
Several management systems are available to support process mapping and pathway redesign. A common technique, derived originally from the Japanese car maker Toyota, is known as lean thinking transformation. This considers each step in a patient pathway in terms of the relative contribution towards the patient’s outcome, taken from the patient’s perspective: it improves the patient’s health, wellbeing, and experience (value adding) or it does not (non-value or “waste”).
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Online Article
By Klotz et al,
International Journal of Productivity and Performance Management,
2008.
‘The impact of process mapping on transparency
Introduction
Process mapping enables representation and analysis of business processes. Process maps are just one means of visualizing and controlling the activities of an organization and collectively these visual approaches have been characterized as increasing transparency, or process visibility.
In many business entities, the development of process maps is an intermediate step in process improvements. For instance, in lean production’s value stream mapping (VSM) methodology, development of a current state process map provides a basis to analyze the existing process, develop an improved future state map, and realize benefits when implementing the future state map (Hines and Taylor, 2000). The value of process mapping as an intermediate step leading to process improvements is broadly accepted (Rother and Shook, 1999; Womack and Jones, 2003).
However, it is also helpful to understand the value of process map development prior to implementing any improvements. One way to determine this value is to measure the impact the process map has on employee recall and understanding of the business processes included in the map. Mapping processes within an organization requires a significant investment of resources, and demonstrating a return on this investment as soon as possible is desirable. It may take years for an organization to realize benefits related to implementation of a future‐state process map. On the other hand, the value of creating and using current‐state maps can be demonstrated much sooner. Demonstrating this value may help justify further investment and motivate organizations to continue towards the later steps of their process improvement efforts.
In response, the research described in this paper investigates process mapping use in a construction organization, the Design and Construction Division of Penn State’s Office of Physical Plant (OPP). The research objective is to provide evidence and a methodology to assist organizations in evaluating and justifying the early stages of their process mapping efforts, before any future‐state improvements are realized. This objective is accomplished through a study at OPP, which reveals improved transparency when process maps are used for employee training. The general methodology from the study at OPP is outlined for easy adaptation by other organizations.
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Online Article
By Aldowaisen & Gaafar,
tandfonline.com,
1999.
‘Business process reengineering: an approach for process mapping
Abstract
The goal of business process reengineering (BPR) is to achieve dramatic improvements in business measures of performance by radically changing the process design. This paper provides a structural definition of the redesign search space using the number of employee types and the number of activities. A systematic approach that combines some linear programming tools with unique BPR principles is then proposed to support the technical redesign of the current process. The approach is illustrated using a public firm process.
1. Introduction
Business process reengineering (BPR) is the “fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed” [1, p. 32].
Developing a radical design is a twofold challenge; a sociocultural challenge and a technical challenge [2, p. 132–92]. The sociocultural challenge results from the severity of organizational changes that typically accompany successful implementation of BPR projects [3]; they include changing the work unit from departments and functions to process teams, the work scope from functional or departmental to cross-functional, the job from simple tasks to multidimensional work, the people role from controlled to empowered, the job preparation focus from training only to training and education, the reward system from activity-based to result-based and the organization structure from hierarchical to flat [1, p. 65–82].
The technical challenge is due to the difficulty of developing a process design that differs radically from the current design. There are ground rules for developing radical designs; e.g. start from a clean slate, take a fresh look, start from scratch, start all over, abandon outdated rules, question fundamental assumptions, ask basic questions, think outside the box, design with no prior constraints, redesign where there are no sacred cows and investigate new paradigms. More specific redesign guidelines are: minimize process decomposition, consolidate activities, allow employees who process the job to deliver it as well, redesign for single-source data entry and redesign for common databases that are remotely accessed through networking [4].
At the level of the process design structure (i.e. process map), however, the most widely used technique is observational analysis (OA). The OA technique, which primarily entails altering the process structure via inspection, is normally used after mapping the current process with a graphical representation tool; e.g. the structured analysis and design technique (SADT) [5], [6] and the SADT-based functional and process techniques of integrated computer-aided manufacturing. Notable examples of SADT-based techniques are IDEF0 and IDEF3 [7], [8], [9]. The OA technique has a set of options to redesign a process that includes eliminating non-value-added activities (e.g. redundant, rework and supervisory activities), simplifying activities, combining activities, increasing the concurrency of activities and automating activities [9]. Value analysis (VA) is sometimes used with OA to numerically assess the relative utility of each activity using a time, cost and value criteria [10]. In addition, simulation techniques are frequently used to evaluate the dynamic behavior of alternative designs.
Based on the premise that the redesigning effort can be supported by some knowledge or sense regarding what generally constitutes a structurally ideal design [11], this paper proposes an approach that formalizes process mapping by altering the process structure as a whole based on the BPR conception of a structurally ideal design.
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Online Article
By Antonacci et al,
EHMA,
2018.
‘The use of process mapping in healthcare quality improvement projects
Introduction
Improving the quality of care in a context of increased complexity and reduced resources is a significant global challenge. Recent evidence shows that most of the quality and safety problems in healthcare are caused by operational and systems criticalities. System redesign and the adoption of process-oriented management practices are therefore crucial to improve patients’ outcomes and efficiency of care delivery. Over the last 15 years, healthcare systems have drawn on tools and methods from industrial engineering to improve quality and safety. One such method, process mapping (PM) – also commonly referred to as Process Modelling –, focuses on the systems and processes into which new interventions are introduced. Within quality improvement (QI) projects, PM might be used in conjunction with visual management (VM) tools or other tools typical of industrial engineering to gain a better understanding of current practice and to design enhanced processes.
Since it was first introduced, the term PM has been used to designate a number of approaches and techniques. In the present study, the term refers to the ‘entire approach that leads to a holistic understanding of the process under review’. By reviewing methodological literature on PM, we found that this approach includes the following five phases: PM organization and process identification, information gathering, map generation, process analysis and taking improvement forward. This concept of PM goes beyond the technical aspects related to the generation of the process map (visual representation of the process under analysis) and embraces the social aspects involved in the PM process, such as interactions between participants.
Focusing on this definition of PM, we have conducted a review of empirical literature describing the use of PM in healthcare, which aimed to improve current knowledge on context of use, benefits and quality of reported use of PM in healthcare. This study has fed into a protocol for a full systematic review which is now under way.
Reviewed studies have demonstrated that within QI projects, PM is used in a variety of healthcare settings and applications, as a stand-alone methodology or as part of techniques such as lean manufacturing, six sigma, failure mode effects analysis (FMEA), or costing approaches (e.g. TDABC – time-driven activity-based costing).
Studies have also highlighted that PM is particularly useful for mapping complex healthcare processes as it provides improvement teams with insight into ‘work as is’ rather than ‘work as imagined’. Similar to VM tools, typical of Lean interventions, PM can be seen as a communication tool supporting engagement and collaboration of healthcare professionals within improvement projects. However, in contrast to other techniques, PM plays a unique role within change processes in providing a shared understanding of complex systems in a way which is readily understandable by a wide range of stakeholders.
Although the informed and systematic use of PM in healthcare is advocated by researchers and practitioners, it is not routinely used in improvement approaches within healthcare organizations. Early findings from our systematic literature review show that, despite the number of studies reporting on the use of PM in healthcare increasing during the last 10 years, there are still few examples of documented use of this tool in the healthcare sector.
The application in the healthcare setting of tools and approaches which are well established in other industries, such as PDSA, statistical process control or lean, is often difficult. This is partly due to the environment, culture and requirements of healthcare, which greatly differ from other service and manufacturing sectors. Healthcare processes are highly complex, variable and dynamic. The complexity of these processes is increased by the fact that they usually take place across different medical departments or even different organizations, thus involving a variety of stakeholders, from patients to highly specialized professional groups, each with diverse backgrounds and motivations.
The wide range of stakeholders involved and the discretionary nature of clinical decision making, make the success of a QI initiative heavily dependent on the engagement of all the participants of the process of care and their effective communication.
Research findings show that to embrace the complexity characterizing healthcare systems, it is important to unpack the ‘black box’ of QI approaches in order to understand how they work in reality and how context factors such as local culture, leadership styles, and team experience of QI can influence their effective use in practice.
To address this issue, Kaplan et al. have developed the MUSIQ (model for understanding success in quality) framework analysing context factors influencing healthcare QI projects and their relationships. However, there is little empirical research on how these context factors may influence the use of PM within healthcare improvement initiatives.
Previous literature describes only isolated empirical implementations of PM in healthcare and the analysis of articles reviewed in our systematic literature review shows that in most of these studies, the way in which PM exercises are conducted is poorly documented. A few papers in the healthcare literature provide suggestions on how to conduct a PM exercise. Detailed practical guidelines for PM both in the healthcare and non-healthcare field have also been developed by experts and practitioners. However, these studies assume a specific perspective and do not explicitly take into account the context in which improvement interventions are introduced.
Only one study has derived PM success factors from empirical research on real projects, drawing on case-studies of nine PM projects in three Australian organizations. However, this study was outside healthcare and the perspectives analysed by the researchers were limited to modellers and project sponsors.
The lack of knowledge of QI methods and their applicability in healthcare is an obstacle to their adoption and embedding into practice.
Improved empirical understanding of the use of PM within QI projects is therefore required to ensure that people working in the healthcare environment are aware of the opportunities and benefits offered by the adoption of this versatile and simple technique. Such research can raise awareness on the value of PM as QI method and inform its practical implementation.
To date, no exploratory study on the use of PM in healthcare based on a systematic analysis of practice has been conducted. There is therefore a need to explore the evidence of benefits and challenges of PM use in order to support its adoption in healthcare.’
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Course Manuals 1-11
Course Manual 1: Purpose
The purpose of process mapping is to visually represent the steps and flow of a process, system, or workflow in a clear and structured manner. Process mapping serves several important objectives, including:
1. Identifying Inefficiencies: Process maps help identify bottlenecks, gaps, redundancies, and other issues in a process flow. By visualizing the entire process, it becomes easier to spot areas that can be improved or optimized.
2. Simplifying Ideas: Complex processes can be challenging to understand when presented in textual form. Process maps break down these complex ideas into smaller, more manageable steps, making it easier for individuals to comprehend and follow.
3. Enhancing Comprehension: Visual representations are often more intuitive and easier to understand than written descriptions. Process maps promote a thorough understanding of a process among all stakeholders, including team members and management.
4. Planning for Contingencies: Process maps allow for the identification of potential risks and provide guidance for problem-solving in case of deviations or unexpected events during the process.
5. Coordinating Responsibilities: By clearly outlining each step and the responsible parties, process maps help coordinate and assign responsibilities between various individuals or entities involved in the process.
6. Creating Documentation: Process maps provide a visual and easily accessible form of documentation for a process. This documentation is valuable for training new employees, ensuring consistency in execution, and maintaining institutional knowledge.
7. Facilitating Clear Communication: Process maps offer a user-friendly, visual format that simplifies communication about the process across teams and departments, reducing misunderstandings and miscommunications.
8. Enabling Faster Decision-Making: With a clear and concise representation of the process, decision-makers can quickly analyze and understand the implications of potential changes or improvements, leading to faster decision-making.
9. Improving Employee Performance: When employees have a clear understanding of the process they are involved in, they can perform their tasks more efficiently, leading to improved overall performance and job satisfaction.
10. Meeting Standards and Compliance: Process mapping is often essential for businesses seeking to comply with industry standards and regulations, such as ISO 9000 and ISO 9001. It provides a structured approach to ensure that processes meet specific quality requirements.
In summary, process mapping is a valuable tool for organizations and individuals seeking to streamline their operations, improve efficiency, and enhance overall performance by providing a visual representation of processes and fostering better understanding, communication, and decision-making.
Good process mapping is crucial for companies for several compelling reasons
Efficiency and Productivity: Process mapping helps identify inefficiencies and bottlenecks in workflows. By streamlining processes, companies can eliminate unnecessary steps, reduce delays, and optimize resource allocation, leading to improved efficiency and productivity.
Cost Savings: Efficient processes result in cost savings. Identifying and eliminating waste and redundancies can lead to reduced operational costs, better resource utilization, and increased profitability.
Consistency and Standardization: Process mapping ensures that tasks are performed consistently across the organization. Standardizing processes helps maintain quality, reduces errors, and ensures that customers receive a consistent experience.
Better Decision Making: Clear and visual process maps provide a comprehensive understanding of the workflow, enabling better decision-making. Managers can analyze processes, identify areas for improvement, and make informed choices to optimize operations.
Training and Onboarding: Process maps serve as valuable training tools for new employees. They provide a structured and visual guide to help new hires quickly understand how things work and perform their tasks effectively.
Risk Management and Compliance: Process mapping aids in identifying potential risks and compliance gaps. Companies can implement controls and measures to mitigate risks and ensure adherence to industry regulations and standards.
Customer Satisfaction: Efficient processes lead to faster turnaround times, reduced errors, and improved customer service. Satisfied customers are more likely to remain loyal and recommend the company to others.
Continuous Improvement: Process mapping is an essential step in the continuous improvement cycle. It allows companies to regularly review and optimize processes, adapt to changing circumstances, and stay competitive in the market.
Cross-Functional Collaboration: Process mapping fosters cross-functional collaboration. Team members from different departments can visualize their roles in the larger workflow, leading to better communication and a shared understanding of goals and responsibilities.
Innovation and Creativity: Understanding existing processes provides a solid foundation for innovation and creativity. Companies can identify opportunities for innovation and implement new ideas with a clear understanding of the impact on the overall workflow.
Scalability and Growth: Well-defined processes are easier to scale as a company grows. They provide a roadmap for expansion, ensuring that the organization can handle increased demands without sacrificing quality or efficiency.
Adaptability to Change: In today’s rapidly evolving business environment, companies need to be adaptable. Process mapping allows organizations to respond quickly to changes in the market, technology, or customer needs, helping them stay agile and resilient.
Overall, good process mapping is essential for companies seeking to optimize their operations, drive growth, enhance customer satisfaction, and maintain a competitive edge in the dynamic business landscape. It is a strategic tool that empowers organizations to thrive in an ever-changing world.
The Risks of Overlooking Process Mapping
Not using process mapping in a business can lead to several risks and challenges, which may negatively impact the overall efficiency, productivity, and success of the organization. Some of the key risks of not using process mapping include:
Inefficiency and Waste: Without process mapping, businesses may continue to operate with inefficient workflows and redundant steps. This can result in wasted time, resources, and efforts, leading to decreased productivity and increased costs.
Lack of Standardization: In the absence of process mapping, there may be inconsistency in how tasks are performed, leading to variations in output quality. Lack of standardization can cause confusion, errors, and customer dissatisfaction.
Difficulty in Identifying Bottlenecks: Process mapping helps identify bottlenecks and areas of inefficiency. Without this visual representation, it becomes challenging to pinpoint the root causes of delays and address them effectively.
Missed Opportunities for Improvement: Process mapping facilitates a systematic review of workflows, enabling businesses to identify opportunities for improvement and optimization. Without this analysis, organizations may miss chances to enhance their operations.
Limited Accountability: Lack of clearly defined processes can lead to confusion about responsibilities and accountability. This may result in tasks being left uncompleted, as it is unclear who is responsible for certain steps.
Reduced Adaptability: Businesses that do not use process mapping may struggle to adapt to changes in the market, industry, or technology. The absence of a structured approach to understand and modify processes can hinder the company’s ability to respond to evolving circumstances.
Higher Error Rates: Without standardized processes, errors and mistakes are more likely to occur. This can negatively impact product or service quality, leading to dissatisfied customers and potential reputation damage.
Training and Onboarding Challenges: New employees may face difficulties in understanding how things work in the absence of clear process documentation. This can result in longer onboarding times and decreased productivity for new hires.
Risk of Compliance and Regulatory Issues: In regulated industries, not having documented and well-defined processes can lead to compliance breaches and potential legal consequences.
Limited Innovation: Process mapping encourages a culture of continuous improvement and innovation. Without it, businesses may struggle to foster creativity and develop new and better ways of doing things.
Difficulty in Scaling the Business: As businesses grow, the lack of standardized processes can create operational challenges. Scaling operations without a clear roadmap can lead to inefficiencies and hinder expansion efforts.
Weakened Competitive Position: Companies that neglect process mapping may find it challenging to keep up with competitors who have optimized their workflows. This can lead to a weakened competitive position in the market.
In summary, not using process mapping exposes businesses to various risks, including inefficiency, lack of standardization, missed opportunities for improvement, reduced adaptability, higher error rates, and difficulties in scaling. Embracing process mapping as a strategic tool can help businesses overcome these challenges and thrive in a competitive business environment.
Case Study: Amazon
Amazon is a global e-commerce giant known for its customer-centric approach and efficient supply chain management. The company uses process mapping extensively to optimize its fulfillment centers, order processing, and delivery operations. Process mapping helps Amazon identify areas for improvement, increase efficiency, and provide a seamless shopping experience for its customers.
Supply Chain and Fulfillment: Amazon is known for its efficient supply chain and fulfillment operations. Process mapping could be used to visualize the flow of products from suppliers to distribution centers and then to customers. By identifying bottlenecks, delays, and inefficiencies, Amazon can make data-driven decisions to streamline the supply chain and improve order fulfillment speed.
Warehouse Operations: Process mapping is likely applied to Amazon’s warehouse operations to design efficient layouts and workflows. It helps in organizing inventory, optimizing picking routes, and determining the most effective methods for packaging and shipping products.
Logistics and Delivery: Amazon is committed to delivering packages to customers as quickly and accurately as possible. Process mapping could be utilized to analyze the entire delivery process, from the order placement to the final delivery at the customer’s doorstep, with the aim of reducing delivery times and enhancing customer satisfaction.
Customer Service: Amazon’s customer-centric approach relies on providing exceptional customer service. Process mapping can be used to visualize customer service workflows, call center operations, and issue resolution processes to ensure a seamless and efficient customer experience.
Continuous Improvement: Amazon emphasizes a culture of continuous improvement. Process mapping is a fundamental tool in this approach, as it enables Amazon to identify areas of improvement, set performance metrics, and monitor progress towards operational excellence.
Innovation and New Initiatives: When Amazon introduces new services or programs, such as Amazon Prime, Amazon Fresh, or Amazon Go stores, process mapping might be employed to plan and optimize the implementation of these initiatives. It allows Amazon to align resources and ensure the successful execution of new ventures.
Data-Driven Decision Making: By using process mapping alongside data analytics, Amazon can gain deeper insights into their operations and make informed decisions based on real-time data. This data-driven approach helps the company stay agile and responsive to changing market conditions.
Exercise 3.1: The Importance of Process Mapping and its Risks
Objective:
Duration: 15 minutes
Materials Needed:
• Flipchart or whiteboard
• Markers
• Handout with key points on the importance of process mapping and its risks
Workshop Agenda:
1. Risks of Overlooking Process Mapping
• Highlight the potential risks and challenges associated with not using process mapping, including inefficiency, lack of standardization, missed opportunities for improvement, and reduced adaptability.
• Discuss how overlooking process mapping can hinder growth, lead to higher error rates, and affect training and onboarding processes.
2. Interactive Discussion
• Open the floor for a brief interactive discussion.
• Encourage participants to share their experiences or insights related to process mapping or instances where its absence caused challenges in their work.
Course Manual 2: The Actions
Process mapping consists of actions by representing the step-by-step sequence of tasks and activities involved in a particular process. Actions, in this context, refer to the specific activities performed by individuals or teams to achieve the desired outcome or goal of the process. These actions are visually depicted in a process map using various symbols and notations to provide a clear and structured representation of the entire workflow.
Here’s how process mapping consists of actions:
1. Identifying Activities: The first action in process mapping is to identify the individual activities that form part of the process. These activities can be simple or complex tasks, decision points, data entry, communication, or any other action that contributes to the completion of the process.
2. Sequencing Activities: Once the activities are identified, the next action is to arrange them in the order they occur within the process. This sequencing is essential to understand the logical flow of work and identify any dependencies between activities.
3. Assigning Responsible Parties: Each activity in the process map is assigned to the individual or team responsible for its execution. This action ensures that there is clarity about who is accountable for each task, promoting ownership and accountability.
4. Defining Inputs and Outputs: For each activity, process mapping includes the identification of inputs (what is required to start the activity) and outputs (the results or outcomes of the activity). This action helps participants understand the flow of information and materials throughout the process.
5. Representing Decisions and Branching: Decision points in the process are represented using specific symbols. When a decision needs to be made, the process map shows the various possible branches or alternative actions that follow based on the decision taken.
6. Visualizing the Flow: Actions are visually depicted using process mapping symbols. Common symbols such as rectangles for tasks, diamonds for decision points, arrows for flow direction, and other shapes are used to create a clear and easily understandable representation of the process.
7. Documenting Supporting Information: Process mapping may also involve documenting additional information related to each action, such as estimated time, resources required, or specific guidelines for completing the task. This documentation adds context and clarity to the process.
Case Study
A manufacturing company implemented an automated inventory management system to optimize their supply chain. While the system automatically tracks inventory levels and triggers reorders when stock reaches a certain threshold, employees are still involved in overseeing the process. They conduct regular physical audits, validate data accuracy, and manage exceptions, ensuring that the automated system aligns with actual inventory levels and demands.
8. Identifying Process Bottlenecks: By mapping out actions, participants can identify potential bottlenecks or inefficiencies in the process. Actions that take longer to complete or require excessive resources can be identified, allowing for process improvements.
9. Facilitating Continuous Improvement: Once the process map is complete, participants can review and analyze the actions to identify opportunities for improvement. This analysis may lead to process optimization, streamlining of actions, and better resource utilization.
Overall, process mapping consists of actions in the form of step-by-step tasks and activities that are organized and visually represented to provide a comprehensive understanding of how work is performed within the process. This approach promotes transparency, collaboration, and efficiency, enabling participants to work cohesively towards achieving the process objectives.
Automated Actions
Automated actions in the context of process mapping refer to tasks or activities that are executed automatically by computer systems or software, without the need for direct human intervention. These automated actions are designed to streamline processes, reduce manual effort, and improve efficiency. When integrating automation into process mapping, several key aspects come into play:
1. Identifying Opportunities for Automation: During process mapping, organizations can identify tasks and activities that can be automated to improve the overall workflow. Repetitive, rule-based, or time-consuming actions are prime candidates for automation.
2. Seamless Integration: Automated actions are seamlessly integrated into the process map. They are represented in the process flow alongside other manual tasks, decision points, and subprocesses, creating a comprehensive view of the entire workflow.
3. Defining Automation Triggers: Automated actions are triggered based on predefined conditions or events within the process. These triggers can be time-based, data-driven, or initiated by specific user actions.
4. Reducing Human Errors: By automating certain actions, the risk of human errors is minimized. Automated processes follow predefined rules and logic, leading to consistent and accurate results.
Case Study
A well-known tech company implemented an automated software testing framework to improve the efficiency and accuracy of their product testing process. While automated tests run continuously, employees are involved in creating and maintaining test scripts, analyzing test results, and identifying edge cases that require manual testing, ensuring comprehensive software quality assurance.
5. Accelerating Process Execution: Automated actions can significantly speed up the process execution. They perform tasks at a much faster rate compared to manual execution, leading to shorter process cycle times.
6. Enhancing Data Accuracy: Automation ensures data accuracy and integrity by eliminating the risk of manual data entry errors. Data is transferred and processed electronically, reducing the chances of data inconsistency.
7. Continuous Process Monitoring: Automated actions can also include monitoring and alert mechanisms. This allows for real-time tracking of process performance and immediate notifications when exceptions or issues arise.
8. Enabling Scalability: Automation enables processes to scale efficiently without a proportional increase in human effort. As the workload increases, automated actions can handle the additional tasks seamlessly.
9. Flexibility and Adaptability: Automated actions can be easily adjusted or reconfigured to accommodate changes in the process or business requirements. This adaptability ensures that the automation remains relevant and effective over time.
10. Fostering Innovation: Integrating automation into process mapping encourages organizations to innovate and optimize their workflows continually. This innovation mindset leads to the identification of new opportunities for automation and process improvement.
11. Empowering Employees: Automation frees up employees from mundane, repetitive tasks, allowing them to focus on more strategic and value-added activities. This empowerment enhances employee job satisfaction and productivity.
12. Compliance and Auditing: Automated actions can include built-in compliance checks and auditing mechanisms. This ensures that processes adhere to regulatory requirements and provides a clear audit trail of actions taken.
In conclusion, integrating automation into process mapping complements and enhances the efficiency and effectiveness of the workflow. Automated actions help organizations reduce manual efforts, accelerate process execution, improve data accuracy, and foster continuous improvement. By seamlessly integrating automated actions with manual tasks, process mapping becomes a powerful tool for optimizing processes and achieving organizational goals.
Initiating Automated Processes
Automated actions within a process are carried out using computer systems or software that are programmed to execute specific tasks without the need for direct human intervention. The process of carrying out automated actions involves the following key steps:
1. Triggering the Automation: Automated actions are triggered based on predefined conditions or events. These triggers can be time-based, data-driven, or initiated by specific user actions. For example, an automated action may be triggered when a certain date and time are reached, when specific data values are met, or when a user submits a form.
2. Data Collection and Processing: In many cases, automated actions involve the collection and processing of data. The automation system retrieves relevant data from databases, external sources, or user inputs to carry out the tasks.
3. Applying Business Logic: The automation system applies predefined business logic and rules to process the data. These rules determine the actions to be taken based on the input data and trigger conditions.
4. Performing the Task: Once the relevant data is collected and processed, the automation system executes the task or action based on the defined rules. This can include generating reports, sending emails, updating records, or performing calculations, among other actions.
5. Decision Points and Branching: In some cases, automated actions may involve decision points where the system needs to make choices based on specific conditions. Automated decision-making is carried out using predefined logic and rules to determine the appropriate course of action.
6. Feedback and Notifications: After completing the automated action, the system may provide feedback or notifications to users or other systems involved in the process. For example, users may receive confirmation emails, status updates, or alerts in response to the automated action.
7. Error Handling and Exception Handling: Automated actions should be designed to handle errors and exceptions gracefully. If an error occurs during the automation process, the system may trigger an alternative action or notify users to resolve the issue.
8. Logging and Auditing: The automation system often keeps a log of all automated actions performed within the process. This log provides a record of actions taken, which is useful for auditing, troubleshooting, and process improvement purposes.
9. Integration with Manual Tasks: Automated actions are integrated into the overall process alongside manual tasks, decision points, and other subprocesses. This integration ensures that the automated actions align with the broader workflow and contribute to the achievement of process goals.
10. Monitoring and Reporting: Automation systems may include monitoring and reporting features to track the performance of automated actions. This enables organizations to assess the effectiveness and efficiency of automation and make necessary adjustments.
Overall, automated actions within a process are carried out systematically by programming the automation system to respond to specific triggers, process data, apply business rules, and execute tasks. The goal is to streamline the process, reduce manual effort, improve accuracy, and enhance the overall efficiency of the workflow.
Employees play a crucial role in the implementation and management of automated actions in process mapping. While the automation itself reduces the need for manual intervention in certain tasks, employees are still actively involved in various stages of the automated process. Here’s how employees are involved in the automated actions of process mapping:
1. Design and Configuration: Employees are involved in the initial design and configuration of the automated actions. They work closely with IT teams or automation experts to identify tasks suitable for automation, define the triggers, and specify the rules and logic for each automated action.
2. Testing and Validation: Before fully implementing the automated actions, employees participate in testing and validation processes. They ensure that the automation accurately performs the intended tasks, adheres to business rules, and handles exceptions effectively.
3. Data Management and Preparation: Employees are responsible for providing accurate and up-to-date data required for the automated actions. They ensure that data sources are integrated correctly with the automation system and that data is formatted appropriately for processing.
4. Defining Decision Points: In some cases, automated actions involve decision points where specific conditions must be met. Employees are involved in defining these decision points and determining the appropriate actions based on different scenarios.
5. Monitoring and Oversight: Although automated actions run without direct human intervention, employees are still involved in monitoring the automated processes. They oversee the execution of automated tasks, ensuring that everything is running smoothly and handling any issues that may arise.
6. Handling Exceptions and Error Resolution: If an error or exception occurs during the automated process, employees step in to resolve the issue. They investigate the root cause of the problem, rectify the error, and ensure that the process resumes smoothly.
7. Continuous Improvement: Employees actively contribute to the continuous improvement of automated actions. They provide feedback on the effectiveness of automation, identify areas for enhancement, and propose optimizations to further streamline the process.
8. Adapting to Changes: As business requirements evolve or new processes are introduced, employees work with automation teams to adapt the automated actions accordingly. They ensure that automation remains relevant and aligned with changing needs.
9. Collaboration with Automation Experts: Employees collaborate with automation experts or IT teams to suggest new automation opportunities, explore the potential of emerging technologies, and implement advanced automation solutions.
10. User Interaction and Feedback: Employees may interact with the automation system through user interfaces or feedback mechanisms. They provide input and feedback to improve the user experience and ensure that the automation aligns with their needs.
Case Study
A bank introduced an AI-driven chatbot on their website and mobile app to handle customer inquiries and provide quick responses to frequently asked questions. Employees play a vital role in the chatbot’s success by regularly updating its knowledge base, fine-tuning responses, and taking over conversations when complex issues require human assistance.
Overall, while automation reduces manual intervention in certain tasks, employees remain integral to the successful implementation and management of automated actions in process mapping. Their expertise, decision-making, oversight, and continuous improvement efforts ensure that automation adds value to the organization’s processes and contributes to overall efficiency and effectiveness.
Exercise 3.2: Automate It!
Objective:
Duration: 15 minutes
Materials Needed:
• Flipchart or whiteboard
• Markers
• Sticky notes or index cards
• Timer
Workshop Agenda:
1. Team Formation (2 minutes)
• Divide participants into small teams.
• Encourage participants to form diverse teams with individuals from different departments or backgrounds.
2. Task Identification (3 minutes)
• Distribute sticky notes or index cards to each team.
• Instruct teams to brainstorm and identify tasks or activities within their respective departments or areas of expertise that they believe could be automated to improve efficiency.
3. Creative Presentation (4 minutes)
• Set the timer for 4 minutes.
• Teams have 4 minutes to come up with a creative and engaging presentation to “sell” their automated action idea to the rest of the participants.
• Teams can use drawings, role-play, slogans, or any creative method they prefer to present their ideas.
4. Presentations (4 minutes)
• After the 4-minute preparation time, each team will have 2 minutes to present their automated action idea to the rest of the participants.
• Encourage teams to be enthusiastic and persuasive in their presentations.
5. Voting and Winner (1 minute)
• After all teams have presented, conduct a quick voting session.
• Participants can vote for the most creative and convincing automated action idea.
6. Conclusion (1 minute)
• Congratulate the winning team and applaud all participants for their creativity and engagement.
• Reinforce the importance of automated actions in process mapping and how it can enhance efficiency and productivity in real-world scenarios.
Course Manual 3: The Participants
In the context of business and workflow management, a process can be defined as a series of interrelated tasks or activities that are performed to achieve a specific goal or produce a desired outcome. Each task within a process represents a discrete action that contributes to the overall progression of the workflow.
Tasks are the building blocks of processes, and they are usually executed in a predefined sequence to achieve a particular result. These tasks can involve various activities, such as data entry, analysis, decision-making, communication, physical actions, or any other necessary steps.
Process mapping, as mentioned earlier, involves visually representing these tasks and their relationships in a clear and systematic manner. By mapping out the tasks within a process, businesses can gain a comprehensive understanding of how work is accomplished, identify potential bottlenecks, and optimize the flow of activities.
Tasks can be as simple as sending an email, processing an order, or conducting a meeting, or they can be more complex and involve multiple subtasks. The sequencing and dependencies of tasks are crucial aspects of process mapping, as they determine the efficiency and effectiveness of the overall process.
Process mapping provides a visual representation of the tasks, allowing stakeholders to identify areas of improvement, standardize procedures, and streamline operations. It also aids in identifying redundant or non-value-added tasks that can be eliminated, leading to increased productivity and reduced waste.
In addition to mapping tasks, process mapping often includes other elements such as decision points, inputs and outputs, responsible parties, and time durations for each task. This level of detail helps in better understanding the entire process and assists in making informed decisions to optimize the workflow.
Furthermore, process mapping allows businesses to analyze the relationships between tasks and the impact of changes to one task on subsequent tasks or the overall process. This knowledge is invaluable in managing process improvements, implementing new technologies, or adapting to changing business requirements.
Overall, recognizing that processes are made up of tasks is fundamental to effective process management. By understanding the individual tasks and their role in the larger workflow, businesses can achieve greater efficiency, higher productivity, and improved outcomes. Process mapping serves as a powerful tool to visually capture these tasks and optimize the processes to drive success in any organization.
Case Study: Google
Google is renowned for its emphasis on transparency, communication, and clarity in roles. The company encourages open dialogue among employees and sets clear expectations for each team member’s responsibilities. With a focus on collaboration and cross-functional teams, Google ensures that everyone understands their role in contributing to the company’s overarching objectives.
Google achieves role clarity and effective communication through various strategies and practices that are ingrained in its organizational culture. While the company’s specific approaches may continue to evolve, some key factors contributing to role clarity at Google include:
Clear Expectations and Job Descriptions: Google provides clear job descriptions and expectations for each role within the organization. This includes defining responsibilities, key tasks, and performance expectations. This clarity ensures that employees understand their specific contributions to the company’s objectives.
Regular Performance Feedback: Google fosters a culture of ongoing feedback and performance evaluation. Managers provide regular feedback to employees, discussing their performance, strengths, and areas for improvement. This feedback helps employees stay aligned with their roles and understand how their work impacts the team and the company.
Open Communication and Collaboration: Google emphasizes open communication and collaboration among its employees. Regular team meetings, discussions, and brainstorming sessions enable employees to share ideas, ask questions, and clarify roles. This open dialogue enhances role clarity and ensures that everyone is on the same page.
Goal Setting and Alignment: The company sets clear strategic goals and cascades them down to individual teams and employees. Each employee’s goals are aligned with broader organizational objectives, reinforcing the understanding of their roles in achieving these goals.
Training and Development: Google invests in employee training and development programs. These initiatives help employees enhance their skills and knowledge, contributing to their confidence in performing their roles effectively.
Performance Recognition: Google recognizes and rewards employees for their contributions. Acknowledging employees’ efforts and successes reinforces their understanding of the value they bring to the organization.
Empowerment and Autonomy: Google encourages autonomy and empowerment among its employees. Providing the freedom to make decisions within their roles fosters a sense of ownership and accountability.
Regular Team Alignment Meetings: Google conducts team alignment meetings, where teams discuss project progress, milestones, and roadblocks. These meetings help ensure that all team members are aware of their roles and how they fit into the team’s objectives.
Task Awareness
Ensuring that every participant knows their task is crucial for the success of any process or project within an organization. When each participant is clear about their roles and responsibilities, it leads to improved efficiency, better collaboration, and a higher likelihood of achieving the desired outcomes. Here’s why it’s essential for every participant to know their task:
Clarity and Focus: Clear assignment of tasks provides participants with a sense of direction and purpose. When everyone knows what they are responsible for, they can focus their efforts on their designated activities, reducing confusion and avoiding duplication of work.
Accountability: Clearly defined tasks create accountability. Participants are more likely to take ownership of their responsibilities when they know exactly what is expected of them. This fosters a sense of responsibility and encourages individuals to deliver their best efforts.
Efficient Resource Allocation: Knowing each person’s task allows for efficient allocation of resources, including time, skills, and materials. When resources are properly assigned, the workflow can be streamlined, leading to optimized productivity.
Effective Collaboration: When participants understand their tasks, they can collaborate more effectively with others. They know who to coordinate with, share information, and seek support from, fostering a collaborative and cooperative work environment.
Risk Management: Participants aware of their tasks can identify potential risks or challenges related to their responsibilities. This early awareness allows them to proactively address issues, minimize negative impacts, and find solutions.
Communication Improvement: Clear task assignments lead to better communication. Participants can ask relevant questions, provide updates on progress, and seek clarifications, ensuring that everyone is on the same page throughout the process.
Meeting Deadlines: Knowing their tasks helps participants understand the sequence of activities and the dependencies between tasks. This knowledge enables them to plan and execute their work efficiently, meeting project deadlines and milestones.
Flexibility and Adaptability: In dynamic business environments, tasks may need to be adjusted or reassigned. When participants know their roles, adapting to changes becomes easier, as they can quickly realign their efforts.
Quality Assurance: Each participant’s clarity about their task ensures that activities are performed consistently and accurately. This consistency contributes to maintaining high-quality outputs and deliverables.
Employee Engagement and Satisfaction: When participants know their tasks and have a clear understanding of their contributions to the larger objectives, they are more likely to feel valued and engaged in their work. This sense of purpose and satisfaction can boost overall employee morale.
To achieve these benefits, businesses should communicate task assignments clearly and transparently. They can use tools like process mapping, workflow charts, and task management software to ensure that everyone is aware of their responsibilities and the broader context in which their tasks fit.
In conclusion, ensuring that every participant knows their task is fundamental to effective project management, collaboration, and success. Clarity in task assignments leads to better outcomes, increased accountability, and improved overall performance within the organization.
The importance of every participant knowing their task applies to both individual work and team collaboration. Whether working independently or as part of a team, clear task assignments are essential for maximizing productivity, achieving goals, and promoting a positive work environment. Here’s why it’s crucial for both individual and team-based work:
For Individual Work:
Focus and Direction: Knowing their tasks allows individuals to focus their efforts on specific activities, avoiding distractions and maintaining productivity.
Time Management: Clear task assignments enable individuals to plan and prioritize their work effectively, ensuring they meet deadlines and deliver results on time.
Accountability and Ownership: Understanding their tasks fosters a sense of ownership and responsibility, leading to greater accountability for the outcomes of their work.
Task Dependencies: Individuals can identify task dependencies and plan their work accordingly, ensuring that they can move forward efficiently without unnecessary delays.
Quality Assurance: When individuals are aware of their tasks, they can pay attention to details and deliver high-quality work.
For Team Collaboration:
Role Clarity: In a team setting, each member knowing their tasks helps clarify their roles and ensures that they contribute to the team’s objectives effectively.
Coordination and Communication: Clear task assignments facilitate smooth coordination among team members. They know who to collaborate with, which tasks to share, and when to communicate progress.
Task Handoffs: When tasks are well-defined, handoffs between team members become seamless, preventing misunderstandings and reducing the risk of errors.
Collaborative Problem Solving: Understanding individual tasks allows team members to contribute their expertise to problem-solving and decision-making within their specific areas of responsibility.
Support and Synergy: When team members are aware of each other’s tasks, they can provide support and assistance where needed, fostering a collaborative and supportive work environment.
Alignment with Team Goals: Knowing their tasks in the context of team goals helps team members see the bigger picture and how their tasks contribute to the overall success of the team.
Adaptability: In a dynamic team environment, task assignments may need to be adjusted. When each member knows their tasks, they can quickly adapt to changes and ensure a smooth transition.
Case Study: Zappos
Zappos, an online shoe and clothing retailer, places a strong emphasis on company culture and employee empowerment. They practice a concept called “Holacracy,” which replaces traditional hierarchical structures with a system of self-organizing teams called “circles.” This approach encourages individuals to have clear roles and accountabilities, ensuring that employees know their tasks and responsibilities within their respective circles of influence.
Each circle has a specific purpose and sets its own roles and responsibilities. Here’s how Zappos achieves role clarity and effective communication through Holacracy:
Circle Structure: Zappos organizes its employees into circles, each with a specific purpose or function. Each circle defines its roles and responsibilities through a process known as “role-structuring.” This ensures that every employee knows their role within the circle and how it contributes to the circle’s objectives.
Clear Roles and Accountabilities: In Holacracy, roles are explicitly defined, and each employee holds multiple roles within the organization. These roles outline the specific tasks, decision-making authority, and accountabilities associated with the position. This clarity ensures that employees know exactly what is expected of them in each role.
Regular Tactical and Governance Meetings: Circles hold regular tactical meetings, known as “circle meetings,” to discuss day-to-day operations, progress on projects, and any challenges. Governance meetings, on the other hand, focus on clarifying roles, resolving tensions, and updating role assignments. These meetings create a forum for open communication and ensure that role expectations are clear and up-to-date.
Role Evolution and Adaptability: Holacracy allows roles to evolve over time as circumstances change or new opportunities arise. Employees have the flexibility to adjust their roles to better align with the organization’s needs, fostering adaptability and ensuring that roles remain relevant.
Transparency and Information Sharing: In Holacracy, information is shared transparently across circles, promoting open communication and collaboration. This ensures that everyone has access to the information they need to understand their roles and make informed decisions.
In both individual and team settings, clear task assignments also enhance overall organizational efficiency. When everyone understands their responsibilities, unnecessary delays, redundancies, and misunderstandings are minimized, leading to optimized workflows and improved outcomes.
To ensure that every participant knows their tasks, effective communication and project management practices are vital. Providing detailed task descriptions, setting clear expectations, and fostering an open communication culture contribute to task clarity and the success of individual and team-based work.
In conclusion, clear task assignments are crucial for individuals and teams alike, promoting focus, accountability, coordination, and effective collaboration. Whether working independently or as part of a team, knowing their tasks empowers individuals to contribute to organizational success and achieve shared objectives.
Exercise 3.3: Task Awareness Challenge
Objective:
Duration: 15 minutes
Materials Needed:
• Printed task cards (prepared in advance)
• Whiteboard or flipchart
• Markers
Workshop Agenda:
1. Task Card Preparation
• Prepare task cards in advance, each containing a specific task description related to a simulated project.
• Include details such as the task name, description, expected outcome, and any dependencies or collaborators.
2. Task Assignment
• Randomly distribute the task cards among the participants, ensuring that each participant receives one card.
• Instruct participants not to reveal their task assignments to others.
3. Task Identification
• Ask participants to read their task cards silently and identify the key elements of the task, such as the task name, description, and dependencies.
• On the whiteboard or flipchart, create a table with columns for “Participant Name,” “Task Name,” and “Task Description.”
4. Task Sharing and Matching
• Invite participants to take turns sharing their task name and description with the group.
• As each participant shares their task, record their name, task name, and task description in the table on the whiteboard.
5. Task Alignment
• Facilitate a discussion among participants to identify any overlapping or interconnected tasks based on the descriptions shared.
• Encourage participants to ask questions and seek clarifications from others about task dependencies or potential collaboration points.
6. Task Collaboration Strategy
• Based on the identified task overlaps and interdependencies, encourage participants to discuss potential collaboration strategies and coordinate efforts.
• Participants can suggest how they plan to work together, share information, or provide support to ensure successful task execution.
7. Conclusion
• Conclude the workshop exercise by emphasizing the importance of task awareness and effective communication in project management and team collaboration.
• Encourage participants to apply the lessons learned from the exercise to their real-life projects and workflows.
Course Manual 4: The Timing
The timing aspect in process mapping plays a crucial role in understanding the sequence and coordination of activities within a process. It refers to the specific order in which action items are executed and the intervals between each action. In most cases, each action item is performed after the previous sub-step is finished, ensuring a smooth flow of the process. However, there can be variations in the timing, depending on the nature of the process and the requirements of the tasks involved. This flexibility allows process mappers to accommodate different scenarios and optimize process efficiency.
The Importance of Timing in Process Mapping
In the context of process mapping, timing ensures that actions are performed in a logical and sequential manner, preventing bottlenecks, overlaps, and unnecessary delays. It is a fundamental aspect of process mapping because it directly impacts the overall process flow, efficiency, and effectiveness. Understanding the timing of actions enables stakeholders to identify dependencies, potential delays, and critical path elements. This knowledge is valuable for process optimization, resource allocation, and meeting deadlines.
Sequencing of Actions
Timing in process mapping governs the sequencing of actions within a process. Each action item must be performed in the correct order to achieve the desired outcome. For instance, in a manufacturing process, assembling a product must follow the completion of its individual components. Failing to adhere to the correct sequence can lead to defects, rework, or disruption of the entire process.
By representing the timing of actions in process maps, stakeholders gain clarity about the sequence and can identify any potential errors or inefficiencies caused by improper sequencing. This insight allows them to streamline the process and optimize the flow.
Dependency Analysis
The timing aspect is instrumental in identifying dependencies between actions within a process. Certain actions may depend on the successful completion of other tasks before they can be executed. For example, in a software development process, the coding phase depends on the completion of the requirements gathering and design phases.
Understanding dependencies is essential for effective resource management and coordination among teams or departments involved in the process. It ensures that each action has the necessary inputs and resources available before commencing, minimizing delays and bottlenecks.
Resource Allocation and Scheduling
Accurate timing information is critical for efficient resource allocation and scheduling. When process mappers have visibility into the timing of each action, they can allocate resources more effectively. This prevents resource shortages and optimizes their utilization throughout the process.
Additionally, the timing aspect aids in scheduling activities, especially in processes with strict deadlines or time-sensitive tasks. By considering the estimated duration of each action and their dependencies, stakeholders can create realistic and achievable timelines for the entire process.
Identifying Critical Path
The critical path in process mapping refers to the sequence of actions that collectively determine the minimum time required to complete the process. It represents the longest chain of dependent actions, and any delay in these critical actions will delay the overall process completion.
By understanding the timing of actions, process mappers can identify the critical path and focus on optimizing the performance of these crucial steps. Streamlining the critical path leads to overall process efficiency and reduces the risk of delays.
Flexibility in Timing
While the default approach is to execute each action item after the completion of the previous sub-step, process mapping allows for flexibility in timing. There are situations where actions can be performed concurrently or with overlap. This flexibility enables process mappers to design process maps that accurately represent real-world scenarios.
Concurrent Execution
Concurrent execution refers to performing multiple actions simultaneously or in parallel. In some processes, certain actions do not have strict dependencies and can be executed concurrently without affecting the overall process flow.
For example, in a marketing campaign, different marketing channels like social media, email, and print media can be employed concurrently to target diverse audience segments. Representing this concurrency in process maps helps stakeholders understand the efficiency gained through parallel execution.
Overlapping Actions
Overlapping actions occur when one action starts before the previous sub-step is fully completed. This approach can be useful when the nature of the process allows for early initiation of certain actions to reduce overall process time.
For instance, in a product development process, while one team is working on the initial design, another team can begin sourcing raw materials to expedite the manufacturing process. Overlapping actions can be represented in process maps to highlight the time saved by initiating certain tasks earlier.
Dynamic and Conditional Timing
In dynamic processes or those with conditional steps, the timing of actions may vary based on specific circumstances. For example, in a customer support process, the time taken to resolve a customer inquiry may vary depending on the complexity of the issue.
Process mappers can incorporate dynamic timing elements in process maps to reflect this variability. This approach helps stakeholders understand the potential fluctuations in process duration and resource requirements based on different scenarios.
Challenges in Representing Timing
Representing timing in process mapping can pose certain challenges, which process mappers need to address to create accurate and informative process maps:
Complexity Management
Processes with numerous actions and dependencies can result in complex process maps. Process mappers should strike a balance between providing sufficient detail and avoiding overwhelming stakeholders with excessive complexity. Careful organization, clear labeling, and the use of colors or symbols can help manage complexity effectively.
Dependency Clarity
Process mappers must ensure that dependencies between actions are clearly represented in the process map. Stakeholders need to understand which actions are dependent on others to avoid confusion and potential disruptions during process execution.
Variable Timing
For processes with variable timing, accurately estimating and representing the duration of actions can be challenging. Process mappers should use historical data, expert input, or simulation tools to approximate timings and account for possible variations.
Impact on Process Optimization
The timing aspect plays a pivotal role in process optimization. Understanding the sequence of actions allows stakeholders to identify potential bottlenecks or areas where the process may experience delays. By analyzing the timing of each action, process mappers can pinpoint inefficient steps or sub-steps that slow down the overall process.
Through process optimization, businesses can streamline their operations, reduce lead times, and enhance productivity. For example, by reordering tasks or eliminating redundant actions, organizations can significantly improve the efficiency of their processes. Efficient processes lead to cost savings, shorter cycle times, and increased customer satisfaction.
Process optimization is a continuous effort, and the timing aspect helps businesses make data-driven decisions to enhance their workflows continually. Regularly reviewing and updating process maps based on real-world data and feedback from stakeholders allows organizations to stay competitive and adaptable to changing business environments.
Resource Allocation and Capacity Planning
Timing in process mapping also has a direct impact on resource allocation and capacity planning. When stakeholders have insight into the timing of actions, they can allocate resources more effectively to ensure smooth process execution. This includes assigning the right personnel, equipment, and materials to each action at the appropriate time.
By aligning resource allocation with the timing of actions, organizations can avoid resource shortages and optimize the utilization of available resources. This results in reduced idle time, minimized costs, and improved overall productivity.
Capacity planning is equally critical, especially in industries with fluctuating demand. Accurate timing information enables organizations to forecast resource requirements accurately and plan for peak periods or increased workload. As a result, they can avoid overstaffing during low-demand periods and prevent bottlenecks during high-demand periods.
Meeting Deadlines and Service Level Agreements
The timing aspect in process mapping is crucial for ensuring that organizations meet deadlines and comply with service level agreements (SLAs). Deadlines and SLAs are common in various industries, such as customer service, project management, and logistics.
By representing the timing of actions in process maps, organizations can develop realistic schedules and monitor progress effectively. This allows them to take proactive measures if any action is at risk of causing delays, ensuring that projects or tasks are completed on time.
Meeting deadlines and SLAs enhances customer satisfaction, builds trust with stakeholders, and establishes a reputation for reliability and professionalism. It also contributes to long-term customer loyalty and retention.
Process Risk Management
Understanding the timing of actions is essential for process risk management. Some actions may have inherent risks that can affect the entire process. By identifying these critical actions and assessing their potential impact on the process, organizations can implement risk mitigation strategies to minimize the likelihood of negative outcomes.
Process risk management involves anticipating, evaluating, and mitigating risks throughout the process. By analyzing the timing of actions, organizations can identify potential choke points, vulnerable points of failure, and actions that have significant consequences if they go awry.
Having a clear view of process timing allows stakeholders to prioritize risk management efforts, allocate resources to high-risk actions, and implement contingency plans to minimize the impact of potential disruptions.
Flexibility and Adaptability
Processes in real-world business environments are subject to change due to external factors, internal decisions, or unexpected events. The flexibility in timing representation in process mapping enables organizations to adapt to evolving conditions.
When process mappers incorporate dynamic timing elements, conditional actions, and overlapping tasks, organizations can respond proactively to changing circumstances. This adaptability is particularly beneficial for businesses operating in industries with rapidly changing market conditions, such as technology, healthcare, and finance.
Organizations that can quickly adjust their processes based on real-time data and insights gain a competitive advantage by staying agile and responsive to customer needs and market trends.
Conclusion
The timing aspect in process mapping is a fundamental and powerful tool for understanding the sequence of actions, identifying dependencies, optimizing resources, and ensuring smooth process execution. It empowers organizations to streamline their operations, meet deadlines, manage risks, and adapt to changing business environments effectively.
By accurately representing timing in process maps, stakeholders gain valuable insights into process flow, allowing them to make informed decisions and optimize their workflows continually. Process optimization, efficient resource allocation, meeting deadlines, and risk management are just some of the critical areas where timing plays a decisive role in organizational success.
Organizations that embrace the importance of timing in process mapping can drive efficiency, enhance productivity, improve customer satisfaction, and maintain a competitive edge in their respective industries. As businesses continue to evolve, process mapping and its emphasis on timing will remain essential tools in the pursuit of operational excellence and organizational success.
Case Study
Company X, a global technology company, faced challenges in its customer support process due to its complexity and inefficiency. Response times were prolonged, and customer satisfaction declined. To address these issues, the company decided to conduct a process mapping initiative for its customer support department.
During the process mapping exercise, the existing customer support workflow was visually represented and analyzed. Inefficiencies were identified, such as redundant tasks and inconsistent service levels. The team collaboratively designed an optimized workflow that eliminated redundancies, introduced clear handover points, and standardized procedures for handling customer inquiries.
The implementation of the optimized process resulted in significant improvements. Response times were reduced, leading to higher customer satisfaction and increased retention rates. Resource allocation became more efficient, and support agents were better equipped to handle specific types of customer issues. Consistent service delivery built trust and loyalty among customers, and cost savings were achieved through process streamlining.
Employee satisfaction also improved due to clear guidelines and well-defined roles in the optimized workflow. The success of the process mapping initiative demonstrated the value of visualizing and analyzing workflows to drive organizational improvements and achieve operational excellence.
Exercise 3.4: Optimizing Process Timing
Objective:
Duration: 15 minutes
Materials:
Whiteboard, markers, sticky notes, stopwatch.
Steps:
1. Task Identification: Choose a simple process relevant to the participants (e.g., making a sandwich) and identify its sequential tasks.
2. Sequential Process Mapping: Collaboratively map out the process on the whiteboard, including estimated times for each task.
3. Discuss Dependencies: Identify dependencies between tasks and discuss how delays in one task can affect subsequent ones.
4. Critical Path Analysis: Identify the critical path by determining the longest sequence of dependent tasks.
5. Concurrent Execution: Introduce the concept of concurrent execution and identify tasks that can be performed simultaneously.
6. Overlapping Actions: Discuss scenarios where actions can overlap to reduce process time.
7. Dynamic Timing: Consider scenarios where timing may vary based on circumstances and discuss the implications.
8. Time Optimization Strategies: Brainstorm strategies to optimize process timing and reduce overall duration.
9. Q&A Session: Allow participants to ask questions and share their insights.
10. Wrap-Up: Thank participants for their active participation and encourage them to apply their learnings to real-world processes.
Course Manual 5: Shapes & Symbols
The use of shapes and symbols in process mapping is a fundamental aspect that adds clarity, consistency, and visual representation to complex workflows and procedures. In this comprehensive exploration of shapes and symbols in process mapping, we will delve into their significance, standardization, best practices, and real-world applications.
Understanding the Importance of Shapes and Symbols in Process Mapping
Visual Representation
Visual representation through shapes and symbols is a fundamental aspect of process mapping, which enhances clarity, coherence, and understanding within a complex process. Using distinct shapes and symbols allows stakeholders to quickly identify and comprehend the various components of the process map. This visual approach streamlines information processing, simplifies complex processes, and promotes cross-functional collaboration.
When faced with complex processes, stakeholders can quickly become overwhelmed by lengthy text-based descriptions. Shapes and symbols serve as a concise visual language that condenses complex information into easily digestible representations. Each shape encapsulates a specific aspect of the process, allowing stakeholders to grasp the entire workflow at a glance.
Shapes and symbols enable an intuitive representation of process flow, allowing stakeholders to follow the logical sequence of sub-steps and understand the connections between different elements. By presenting complex relationships visually, stakeholders can readily identify dependencies, decision points, and critical paths within the process.
Complex processes often consist of numerous interrelated sub-steps and interactions. Using shapes and symbols to represent these components allows for a structured breakdown of complexity. Stakeholders can focus on individual elements without being overwhelmed by the entire process, which facilitates a step-by-step understanding of the workflow.
The visual appeal of shapes and symbols captivates stakeholders and encourages active engagement. Rather than passively reading dense paragraphs of text, stakeholders are drawn into the process map, fostering a sense of curiosity and exploration. This heightened engagement increases the likelihood of valuable insights and contributions from all stakeholders.
Visual representations of complex processes enable more efficient communication between different teams and departments. When stakeholders can communicate using a shared visual language, it minimizes misunderstandings and ensures a clearer exchange of ideas and information.
In organizations with various departments working together on complex projects or processes, using official shapes fosters cross-functional collaboration. Team members from different disciplines can easily interpret the process maps and understand how their specific contributions fit into the broader workflow. This promotes synergy and cooperation across departments, ultimately leading to more efficient and effective outcomes.
Standardization
A standardized visual language in process mapping helps prevent miscommunication and errors that may arise from inconsistent representations. Misinterpreting process maps due to varying symbols or shapes can lead to costly mistakes or inefficiencies. By utilizing official shapes, organizations minimize the risk of confusion and misunderstandings in their processes.
When process maps are consistently represented using official shapes, it becomes easier to identify areas for improvement. The standardized approach allows organizations to compare different versions of process maps, track changes over time, and identify bottlenecks or inefficiencies more effectively. This data-driven approach to process improvement enhances the organization’s ability to make informed decisions and implement changes that lead to enhanced performance.
Simplifying Complex Processes
In large organizations with interdepartmental collaborations, complex processes often involve multiple teams working together. Shapes and symbols in process mapping provide a shared language that enables smooth collaboration across teams. This visual cohesion promotes effective communication, leading to more successful cross-functional endeavors.
For new employees, especially those unfamiliar with the organization’s processes, shapes and symbols provide a user-friendly and accessible introduction to complex workflows. This simplifies the onboarding process and enables new team members to assimilate into their roles more quickly.
In conclusion, the use of shapes and symbols to simplify complex processes is a transformative approach in process mapping. By condensing intricate details into a concise visual language, stakeholders can readily grasp the process’s logic, flow, and interdependencies. This enhances communication, promotes engagement, and enables more effective decision-making and process improvement efforts. Ultimately, the integration of shapes and symbols in process mapping empowers organizations to navigate complexity with clarity and efficiency, leading to greater success in achieving their goals and objectives.
Overview of Key Process Mapping Symbols
Activity (Rectangle) The rectangle shape represents a specific action or task within the process. It is the most commonly used symbol in process mapping, signifying an essential step in the workflow.
Start/End (Rounded Rectangle) The rounded rectangle marks the beginning and end of the process map. It represents the initiation of the process flow and the final output or outcome.
Decision Point (Rhombus) The rhombus symbolizes a decision point, where the process flow branches into different paths based on specific conditions or criteria.
Database (Cylinder) The cylinder shape represents a database or storage point where data is accessed or stored during the process.
Flow (Arrow) Arrows connect the shapes, indicating the sequential order in which the sub-steps should be executed. They depict the direction of the process flow.
Case Study: Hospital Emergency Department
In a hospital emergency department, process mapping is used to represent the patient care pathway for individuals seeking urgent medical attention. The process map starts with the patient’s arrival at the emergency department and follows their journey until they are discharged or admitted for further treatment.
The process map may include symbols representing different medical procedures, such as initial triage, diagnostic tests (e.g., blood work, X-rays), consultations with specialists, and administration of medications. Each step is linked with arrows to show the sequential flow of care.
Process mapping allows healthcare providers to identify potential bottlenecks in the emergency department, such as delays in test results or limited availability of specialists. By visualizing the care pathway, the hospital can optimize resource allocation, improve communication among staff, and reduce the time patients spend in the emergency department.
Case Study: Chronic Disease Management
In chronic disease management, process mapping is used to represent the patient care pathway for individuals with long-term medical conditions, such as diabetes or hypertension. The process map outlines the steps involved in providing ongoing care and support to these patients.
The process map may include symbols representing routine check-ups, medication management, lifestyle counseling, and patient education. It also includes decision points for adjusting treatment plans based on patients’ progress and response to therapies.
By utilizing process mapping, healthcare providers can standardize the care delivery process for patients with chronic diseases. This consistency ensures that patients receive comprehensive and coordinated care, leading to better disease management and improved patient outcomes.
Process mapping also allows healthcare teams to identify gaps in care, such as missed appointments or inadequate patient education, and implement interventions to address these issues. It promotes a patient-centered approach to care by highlighting the importance of continuous monitoring and ongoing support for individuals managing chronic conditions.
In both examples within the healthcare sector, process mapping plays a crucial role in streamlining patient care pathways, enhancing communication among healthcare teams, and ultimately improving the quality of care provided to patients.
Best Practices for Incorporating Shapes and Symbols in Process Mapping
Consistency in Symbol Usage Ensuring consistent usage of symbols throughout the process map promotes clarity and avoids confusion. All participants should understand the meaning behind each symbol, enabling seamless communication and interpretation.
Limiting the Number of Symbols Using a limited number of symbols maintains simplicity in the process map. Avoiding unnecessary complexity allows stakeholders to focus on the essential components of the process.
Adding Descriptive Text While symbols offer visual representation, accompanying descriptive text provides additional context and clarifies the purpose of each sub-step. The combination of symbols and text enhances understanding.
Using Colors and Visual Cues Using colors to differentiate between different categories of actions or highlight specific elements can further enhance the process map’s readability and attention to critical details.
Benefits of Incorporating Shapes and Symbols in Process Mapping
Enhanced Communication Symbols enable effective communication, especially in cross-functional teams or international settings where language barriers may exist. Visual representation transcends linguistic limitations.
Improved Understanding The use of symbols helps stakeholders quickly grasp the process flow and key components, reducing the time required to understand complex processes.
Facilitating Process Analysis Visual representations make it easier to identify inefficiencies and bottlenecks in the process, leading to more effective process improvement efforts.
Promoting Consistency Standardized symbols promote consistency in process mapping, ensuring that all stakeholders interpret the process map uniformly.
Challenges and Considerations
Cultural Sensitivity In international contexts, cultural considerations may impact the choice of symbols. It is essential to ensure that selected symbols are universally understood and culturally appropriate.
Symbol Interpretation While standardized symbols are beneficial, misunderstandings can occur if participants interpret symbols differently. Providing clear explanations and conducting training can address this challenge.
Conclusion
In conclusion, the use of shapes and symbols in process mapping enhances communication, understanding, and analysis of complex processes. The standardized symbols offer a consistent and universal language that enables stakeholders to quickly grasp the process flow and identify critical components. By incorporating best practices, process mapping with symbols becomes a powerful tool for organizations in various industries, enabling them to optimize workflows, enhance collaboration, and drive continuous improvement.
Exercise 3.5: Shapes & Symbols in Process Mapping
Objective:
Duration: 15 minutes
Materials Needed:
• Flipchart or whiteboard
• Markers
• Post-it notes
• Handout with key process mapping symbols and their meanings
1. Importance of Shapes and Symbols
• Discuss the significance of visual representation in process mapping.
• Highlight how using distinct shapes and symbols enhances understanding and engagement.
2. Overview of Key Process Mapping Symbols
• Present the most commonly used symbols in process mapping, such as activity (rectangle), start/end (rounded rectangle), decision point (rhombus), database (cylinder), and flow (arrow).
3. Best Practices for Incorporating Shapes and Symbols
• Discuss best practices to ensure consistency and simplicity in using symbols.
• Emphasize the importance of adding descriptive text to provide additional context.
4. Interactive Exercise: Creating a Process Map (10 minutes)
• Divide participants into small groups.
• Provide each group with a scenario or real-life process to map using shapes and symbols.
• Participants will work together to identify the key steps, decision points, and flow of the process using the provided materials.
• Encourage creativity and collaboration during the exercise.
5. Group Presentations and Discussion
• Each group will present their process map to the rest of the participants.
• Facilitate a brief discussion on the different approaches taken by each group and the challenges faced.
• Summarize the key takeaways from the exercise.
Course Manual 6: Direction Of Flow
Direction of Flow in Process Mapping: Enhancing Workflow Visualization and Decision-Making
Process mapping is a powerful tool used in various industries to illustrate and analyze complex workflows, procedures, and systems. One crucial aspect of process mapping is the direction of flow, which refers to the representation of the sequential order of activities or steps within a process. By utilizing arrows to connect different boxes, process maps create a clear and intuitive visual representation, resembling a workflow that guides stakeholders through the entire process. Moreover, decision points in the process are distinguished by having multiple lines coming out of them, indicating various potential paths that the process may take. This comprehensive exploration delves into the significance and benefits of incorporating the direction of flow in process mapping, how it enhances workflow visualization, and its role in aiding decision-making.
The Direction of Flow: Creating Seamless Visual Workflows
In process mapping, the direction of flow is essential for creating a cohesive and logical representation of the process. Each activity or step within the process is represented by a box, and arrows are used to connect the boxes, indicating the sequential order of the steps. The direction of flow ensures that stakeholders can easily follow the flow of activities, understanding how each step leads to the next.
By incorporating arrows, process maps adopt a visual language that guides viewers through the entire process, creating a clear and intuitive visual workflow. This flow representation not only enhances understanding but also aids in identifying any potential bottlenecks or inefficiencies in the process. It facilitates effective communication among team members, departments, and stakeholders, ensuring that everyone involved has a shared understanding of the process flow.
In complex processes with multiple sub-steps, the direction of flow provides a structured visualization, enabling stakeholders to grasp the overall logic and progression of the process. Moreover, process maps can be customized to emphasize certain aspects or focus on specific areas of interest, offering a flexible and adaptable representation.
Decision Points: Navigating Process Divergence
In addition to depicting the sequential flow, process mapping also addresses decision points within the process. A decision point represents a critical juncture where stakeholders must make choices or decisions that determine the subsequent course of the process. Decision points are identifiable by having multiple arrows coming out of them, symbolizing the various potential paths that the process may take based on the decisions made.
In complex processes, decision points are inevitable, and their visualization is crucial for understanding the process’s flexibility and adaptability. For instance, in business processes, decision points may represent choices such as approving or rejecting a proposal, selecting different suppliers, or determining the appropriate course of action based on certain conditions.
By incorporating decision points, process maps provide a comprehensive view of the process’s dynamics, showing stakeholders the different possibilities and outcomes. This visualization enables stakeholders to assess the implications of various decisions and make informed choices to optimize the process.
Benefits of Incorporating Direction of Flow and Decision Points
The incorporation of the direction of flow and decision points in process mapping offers several significant benefits, contributing to improved workflow visualization and decision-making:
1. Clarity and Understanding: The direction of flow and decision points create a structured and logical representation, enhancing stakeholders’ clarity and understanding of the entire process. This clear visualization helps in avoiding misunderstandings and misinterpretations.
2. Identifying Inefficiencies: By following the flow of activities, stakeholders can identify potential bottlenecks and inefficiencies in the process. Decision points offer insights into areas where improvements or optimizations can be made.
3. Communication and Collaboration: Process maps with direction of flow facilitate effective communication and collaboration among team members and departments. It creates a shared language that enables seamless exchanges of ideas and information.
4. Flexibility and Adaptability: The visualization of decision points highlights the flexibility and adaptability of the process. Stakeholders can explore different possibilities and make decisions based on specific conditions or requirements.
5. Streamlining Decision-Making: Decision points aid in decision-making by presenting various alternatives and their potential outcomes. Stakeholders can make informed choices to achieve desired results.
6. Process Improvement: The clear visualization of the process flow and decision points assists in identifying areas for improvement and optimizing the process for enhanced efficiency and effectiveness.
The Risks When Direction Of Flow Is Unclear
The absence of a clear direction of flow in process mapping can lead to several risks and challenges that may negatively impact an organization’s efficiency, communication, and decision-making. Here are some of the significant risks of not having a clear direction of flow in process mapping:
Misinterpretation and Confusion: Without a clear direction of flow, stakeholders may misinterpret the sequence of activities within the process. This confusion can lead to misunderstandings, delays, and errors in executing tasks, as team members may not know the correct order in which activities should be carried out.
Inefficient Workflow: A lack of clear flow can result in an inefficient workflow where activities are not logically connected or coordinated. This inefficiency can lead to wasted time, duplicated efforts, and increased operational costs.
Bottlenecks and Delays: Without a defined flow, it becomes challenging to identify bottlenecks or points of congestion within the process. As a result, critical steps may experience delays, affecting the overall efficiency of the process and potentially impacting project timelines or customer satisfaction.
Inconsistent Communication: Process mapping serves as a communication tool to convey the process’s logic and flow to stakeholders. If the direction of flow is unclear or inconsistent, it can hinder effective communication among team members, departments, and external partners.
Poor Decision-Making: In the absence of a clear flow, decision-making becomes challenging, as stakeholders may lack a comprehensive understanding of the process’s dependencies and potential outcomes of different choices. This can lead to suboptimal decision-making and hinder progress towards organizational goals.
Lack of Process Optimization: A well-defined flow is essential for identifying areas for process improvement and optimization. Without clear direction, it becomes difficult to analyze the process’s effectiveness and implement necessary changes to enhance efficiency and productivity.
Compliance and Audit Risks: In industries with regulatory requirements, such as healthcare or finance, a lack of clear flow can pose compliance risks. Without a documented and consistent process flow, organizations may struggle to demonstrate adherence to industry standards during audits.
Reduced Accountability: A clear direction of flow helps in assigning accountability for each step within the process. Without this clarity, it becomes challenging to hold individuals or teams responsible for their contributions, potentially leading to a lack of ownership and accountability.
Impact on Project Management: In project management, a lack of clear direction can hinder the successful execution of projects. Project managers may face difficulties in planning and tracking progress, resulting in missed deadlines and project scope creep.
Inadequate Training and Onboarding: Without a well-defined flow, new employees or team members may face challenges in understanding their roles and responsibilities within the process. This can lead to inadequate training and onboarding, affecting the overall productivity and performance of the team.
Having a clear direction of flow in process mapping is crucial for streamlining operations, facilitating effective communication, and supporting decision-making. It ensures that all stakeholders have a shared understanding of the process’s sequence, dependencies, and decision points, ultimately leading to improved efficiency, better collaboration, and successful project outcomes. Organizations should invest in creating comprehensive process maps with clear direction of flow to mitigate the risks associated with unclear processes and to optimize their overall performance.
Case Study: Real-World Applications: Direction of Flow in Process Mapping
The direction of flow and decision points are widely used in various industries to represent complex processes and systems. Let’s explore some real-world applications of process mapping that highlight the importance of incorporating direction of flow:
Software Development: In the software development industry, process mapping is used to represent the different stages of the development lifecycle. Each stage, such as requirements gathering, design, coding, testing, and deployment, is depicted as a box, and arrows connect these boxes to show the direction of flow. Decision points arise when developers choose between different programming languages, frameworks, or development methodologies. The process map allows stakeholders to visualize the entire development workflow and make informed decisions to optimize the software development process.
Healthcare Patient Care: In the healthcare sector, process mapping is employed to illustrate patient care pathways, from initial diagnosis to treatment and follow-up care. The direction of flow shows the sequential order of medical procedures, consultations with specialists, diagnostic tests, and treatment administration. Decision points may arise when healthcare providers determine the most appropriate treatment plan based on the patient’s condition and medical history. Process maps in healthcare help stakeholders understand the patient’s journey and enable better coordination among healthcare teams to deliver high-quality care.
Supply Chain Management: Process mapping is widely used in supply chain management to visualize the flow of products from suppliers to customers. Each step in the supply chain, such as sourcing, manufacturing, distribution, and delivery, is represented as a box, and arrows connect these boxes to show the direction of flow. Decision points may arise when choosing between different suppliers or transportation methods. The process map allows supply chain stakeholders to identify potential delays, inefficiencies, or areas for cost reduction, leading to a more efficient and responsive supply chain.
Project Management: In project management, process mapping is utilized to represent the various phases and activities involved in completing a project. The direction of flow shows the sequence of tasks and deliverables, guiding stakeholders through the project lifecycle. Decision points may arise when project managers need to choose between different project approaches or prioritize tasks. Process maps in project management help stakeholders visualize project progress, identify critical milestones, and make timely decisions to keep the project on track.
Conclusion
The incorporation of the direction of flow and decision points in process mapping is a powerful strategy to enhance workflow visualization and decision-making in various industries. By using arrows to represent the sequential flow of activities and distinguishing decision points with multiple lines, process maps create clear and intuitive visual representations of complex processes. This comprehensive visualization aids stakeholders in understanding the entire process, identifying inefficiencies, and making informed decisions to optimize workflows.
Exercise 3.6: Creating Visual Workflows with Direction of Flow
Objective:
Materials Needed:
1. Flip chart or whiteboard
2. Markers
3. Sticky notes (different colors)
4. Fun stickers or symbols
Workshop Steps:
Step 1: Collaborative Process Mapping
• Divide participants into small groups (2-3 members per group).
• Provide each group with a blank flip chart or whiteboard and markers.
• Assign a process or workflow (simple or real-world) to each group and instruct them to create a process map with arrows and decision points.
Step 2: Fun Symbols and Stickers
• Add a fun twist to the process maps by providing stickers or symbols for participants to use.
• Encourage them to use different stickers to represent various elements in the process (e.g., smiley face for completed tasks, sad face for bottlenecks).
• Emphasize that this creative visualization enhances engagement and understanding.
Step 3: Presentation and Discussion
• Ask each group to present their process maps to the entire workshop.
• Facilitate a short discussion about the use of arrows, decision points, and fun symbols in enhancing the visualization of workflows.
Step 4: Wrap-Up
• Summarize the main takeaways: Direction of flow and decision points are essential for creating clear and engaging process maps.
• Reinforce the benefits of incorporating these elements in process mapping to improve teamwork and decision-making.
Course Manual 7: Workflow Vs. Process Map
A workflow is a systematic series of steps or activities that are designed to achieve a specific goal or complete a particular task within an organization. It provides a clear and structured path for the movement of information, tasks, or materials from one participant to another, ensuring smooth coordination and efficient execution of processes.
In essence, a workflow defines the sequence of actions required to accomplish a task, the order in which those actions should be performed, and the individuals or teams responsible for each step. Workflows can be represented visually through flowcharts or diagrams, providing a comprehensive overview of the process and its various components.
Workflows are essential for businesses as they offer several benefits:
Efficiency: Workflows streamline operations by eliminating unnecessary steps and redundancies, resulting in faster task completion and increased productivity.
Consistency: With well-defined workflows, businesses can ensure that tasks are performed consistently and to a predetermined standard, leading to higher-quality outcomes.
Accountability: Workflows assign specific responsibilities to individuals or teams, creating a sense of ownership and accountability for the successful completion of tasks.
Transparency: Visual workflows provide transparency, enabling all stakeholders to understand the process, track progress, and identify potential bottlenecks.
Process Optimization: By analyzing workflows, businesses can identify inefficiencies and areas for improvement, leading to continuous process optimization and better performance.
However, while workflows are beneficial, they can be too simple for businesses with complex and dynamic processes. In such cases, businesses may encounter several challenges:
Process Variability: In real-world scenarios, processes may not always follow a strict linear path. Workflows may struggle to accommodate variations or exceptions, leading to difficulties in handling complex scenarios.
Cross-Departmental Collaboration: Many businesses involve multiple departments or teams in their processes. Coordinating actions between these diverse groups can be challenging, and a simple workflow may not adequately capture the interdependencies.
Integration with Technology: Modern businesses heavily rely on technology to automate and streamline processes. A simple workflow might not be sufficient to integrate complex software applications, APIs, or data flows seamlessly.
Dynamic Environments: Businesses operating in rapidly changing industries or uncertain markets require agile workflows that can adapt to new circumstances. A rigid and simple workflow may not be able to handle these dynamic environments effectively.
Regulatory Compliance: In highly regulated industries, businesses need to comply with various rules and regulations. A simple workflow may struggle to incorporate all the necessary compliance checks and approvals.
To address these challenges, businesses may employ more sophisticated workflow management systems or Business Process Management (BPM) tools. These advanced solutions allow for greater flexibility, automation, and integration with other business systems. BPM tools can handle complex decision-making, rule-based processes, and dynamic case management, making them suitable for businesses with intricate and evolving processes.
While simple workflows can be effective for straightforward processes, businesses with complex and dynamic operations may require more sophisticated workflow management solutions. By investing in advanced BPM tools, businesses can enhance their process efficiency, collaboration, and adaptability, ultimately gaining a competitive advantage in today’s rapidly changing business landscape.
The Difference Between Workflow and Process Mapping
Process mapping and workflow are related concepts used to improve business processes, but they have distinct differences in their focus, scope, and purpose:
1. Definition and Scope:
• Process Mapping: Process mapping is a technique used to visually represent and document the flow of a specific process. It involves creating a visual diagram that outlines the sequence of activities, decision points, and inputs and outputs of the process. Process mapping aims to provide a detailed and comprehensive view of a particular process to understand its structure and identify areas for improvement.
• Workflow: A workflow, on the other hand, refers to the systematic series of steps or tasks that need to be completed to achieve a specific goal or complete a process. Workflows define the order of actions, the participants involved, and the rules guiding the process. Workflows are broader and encompass the overall execution and coordination of activities within a process.
2. Focus and Purpose:
• Process Mapping: The primary focus of process mapping is to understand and analyze a specific process in detail. It aims to identify inefficiencies, bottlenecks, and opportunities for optimization. Process mapping is often used in the design phase of process improvement projects to visualize the current process (“as is”) and design the desired future state (“to be”).
• Workflow: Workflows focus on the operational execution of the process. They provide a step-by-step guide for participants to follow to complete tasks in a structured manner. Workflows ensure that activities are performed consistently and efficiently according to the defined rules and sequence.
3. Representation:
• Process Mapping: Process mapping uses visual symbols, such as rectangles, arrows, diamonds, and circles, to represent activities, decision points, and the flow of the process. The visual representation makes it easier to understand the relationships between different process elements and the overall process flow.
• Workflow: While workflows can also be represented visually, their primary form is often in written or documented format. Workflows typically involve a textual description of the steps and rules that participants need to follow.
4. Flexibility:
• Process Mapping: Process mapping allows for flexibility in representing processes. Businesses can choose different symbols and shapes to represent various elements of the process, making it adaptable to specific requirements.
• Workflow: Workflows are more structured and less flexible. They generally follow a predefined sequence of steps to ensure consistency and standardization in process execution.
Process mapping is a detailed and visual technique used to understand and analyze a specific process, while workflows are broader and focus on the operational execution and coordination of activities within a process. Process mapping provides a visual representation of the process flow, while workflows are often documented instructions for participants to follow. Both process mapping and workflows play essential roles in process improvement and efficiency, with process mapping serving as the foundation for designing and optimizing workflows.
Process mapping is more suitable than workflow in several instances where the focus is on understanding and analyzing the process in detail rather than just executing the tasks. Some instances where process mapping is preferred include:
1. Process Improvement Initiatives: When an organization aims to optimize its existing processes and identify areas for improvement, process mapping is crucial. Process maps provide a comprehensive view of the current process flow, allowing stakeholders to analyze the sequence of activities, decision points, and potential bottlenecks. This detailed understanding helps in making informed decisions on how to redesign and streamline the process for better efficiency.
2. Cross-Functional Collaboration: In complex processes involving multiple departments or teams, process mapping is beneficial to foster cross-functional collaboration. The visual representation of the process allows participants from different areas to understand how their roles fit into the overall workflow. It promotes alignment, communication, and coordination among diverse stakeholders.
3. Compliance and Standardization: In industries with strict regulatory requirements, process mapping helps ensure compliance with standards and guidelines. The visual representation facilitates the documentation of processes, making it easier to demonstrate adherence to industry regulations. Process mapping also enables standardization across the organization, ensuring consistent practices and reducing errors.
4. Process Documentation: When detailed process documentation is necessary, process mapping provides a more comprehensive approach than a simple workflow. The visual representation captures the complexity of the process, making it easier for new employees or team members to understand the entire workflow and their specific roles.
5. Identifying Inefficiencies: Process mapping is well-suited for identifying inefficiencies and waste in a process. It enables stakeholders to visualize the flow of activities and identify areas where unnecessary steps, delays, or redundant actions occur. This information is invaluable in pinpointing areas for improvement and streamlining the process.
6. Process Redesign and Optimization: When an organization wants to redesign a process from the ground up, process mapping is ideal. It allows stakeholders to envision the desired future state (“to be”) and compare it to the current process (“as is”). The gap analysis between the two versions provides insights into the necessary changes and areas for optimization.
7. Training and Onboarding: Process mapping is beneficial for training and onboarding new employees. The visual representation helps them grasp the entire process flow and understand how their tasks fit into the bigger picture. This leads to faster integration and productivity for new team members.
8. Change Management: During change management initiatives, process mapping assists in communicating the proposed changes to stakeholders. The visual representation clarifies the modifications and their impact on the process, making it easier for participants to adapt to the new workflow.
In summary, process mapping is more suitable than a simple workflow when organizations require a deeper understanding and analysis of their processes. It is a powerful tool for process improvement, cross-functional collaboration, compliance, documentation, and process optimization. Process mapping allows businesses to visualize their processes comprehensively, leading to more informed decisions and enhanced overall efficiency.
Case Study
While the terms “workflow” and “process mapping” are often used interchangeably, there are instances where companies may have focused on workflow rather than process mapping when a more comprehensive analysis was needed. Here are some real examples of such cases:
Company A – Implementation of a New Product: Company A, a software development firm, decided to launch a new product without conducting a detailed process mapping exercise. Instead, they relied solely on a workflow that outlined the step-by-step tasks for product development and launch. As a result, they faced challenges in coordinating the efforts of different teams, identifying potential bottlenecks, and understanding the interdependencies between tasks. The lack of a comprehensive process mapping led to delays in the product launch and missed opportunities for optimization.
Company B – Supply Chain Management: Company B, a manufacturing company, faced inefficiencies in their supply chain management. To address the issue, they implemented a workflow that focused on task assignment and completion. However, they failed to conduct a thorough process mapping exercise to analyze the entire supply chain process. As a result, they were unable to identify the root causes of delays, excessive inventory levels, and communication gaps between suppliers and production units. Without a detailed process mapping, they missed opportunities to redesign the supply chain for better efficiency.
Company C – Customer Service Improvement: Company C, a retail chain, aimed to improve its customer service process. They relied on a workflow that outlined the steps involved in handling customer inquiries and complaints. However, they did not conduct a comprehensive process mapping to visualize the end-to-end customer service journey. As a result, they struggled to identify pain points in the process, such as response time, escalation procedures, and feedback collection. The lack of process mapping hindered their ability to make informed decisions for enhancing the overall customer experience.
Exercise 3.7: Understanding Process Maps Through Real-Life Examples
Objective:
Materials Needed:
• Projector or screen to display examples
• Whiteboard or flip chart
• Markers
Workshop Steps:
Step 1: Real-Life Examples (5 minutes)
• Display a few real-life examples of process maps on the projector or screen. Examples can include: a. Order Fulfillment Process in an E-commerce Company b. Employee Onboarding Process in a Human Resources Department c. Content Creation Process in a Marketing Team d. Customer Support Ticket Handling Process in a Service Company
Step 2: Group Discussion
• Divide the participants into small groups.
• Assign each group one real-life example of a process map.
• Instruct the groups to discuss and analyze the assigned process map example, paying attention to its structure, sequence of steps, and intended outcomes.
Step 3: Presentation
• Ask each group to present their findings to the rest of the participants.
• As they present, encourage other participants to ask questions and provide insights on the benefits and challenges of each process map.
Step 4: Wrap-Up
• Summarize the key takeaways: Process maps are essential for streamlining processes, enhancing efficiency, and fostering accountability.
• Thank the participants for their active participation and insights.
Course Manual 8: Mapping
Process Mapping: What Is It?
Process mapping is a method for outlining workflows and processes visually. Making a process map, also known as a flowchart, process flowchart, or workflow diagram, is required.
Process mapping is a tool used to clearly and succinctly explain how a process operates. It makes it possible for any team member to quickly comprehend how to carry out a specific process without the need for elaborate verbal explanations. You can gain a better grasp of how a process operates overall and spot inefficiencies or opportunities for improvement by outlining the complete process from beginning to end.
Any sort of process can be visualized using process mapping, although they are frequently used for process analysis, training, integration, or process improvement. They are handy when you need to explain a complicated process, deal with a persistent issue inside a certain process, or organize the duties of numerous team members.
Creating A Process Map
A process map can be easily created on paper, with the use of templates and workflow management software, or both. The processes for making a process map from scratch are listed below.
Step 1: Find a problem or process to map
Choose the procedure you want to map out first. Is there a process that could be made more effective? Would you like to describe a new procedure to your staff in clear terms, or a challenging procedure about which staff members frequently have queries? Decide what you want to map out, then give it a name.
Step 2: List the associated activities
Create a list of all the steps needed to finish the process. The order isn’t important at this point. List all the activities and assign responsibility for each on your list.
Working together with coworkers and other stakeholders who will be involved in the process can help you accurately account for all the stages necessary and decide what level of detail is required. Additionally, be sure to define the start and end points of the process so you can determine which steps should be performed in order to get the intended outcome.
Step 3: Outline the procedure in steps
After making a list of all the activities, you can then put them in the right order so that the entire process can be seen from start to finish. See whether there are any gaps you could have overlooked.
Step 4: Create a flowchart with process mapping symbols
Draw out the process using the proper process mapping format, representing the steps with the appropriate symbols. There are about 30 standard symbols you can use to represent various process elements, but often only the most popular ones are used.
Step 5: Complete the process map and distribute it
Once your process map is complete, go over it with other process stakeholders to make sure everyone understands it and agrees with how it is laid out. Verify that no steps were omitted, and check for any repetitions or ambiguities.
Step 6: Examine the map to identify potential improvement areas
Determine the process’s bottlenecks and inefficiencies with the help of your team’s comments. What parts can be skipped? Which tasks can be finished more quickly? After you have determined these areas for improvement, take the necessary steps to address them and update the process map to reflect the changes.
Why Would You Use A Process Map?
By illustrating the steps required to carry out an idea, process mapping enables you to clarify concepts and streamline procedures.
Process mapping can benefit you and your team in the following ways:
• Recognize inefficiencies: Assists in locating process flow problems such as bottlenecks and gaps.
• Simplify concepts: Divides complicated concepts into manageable steps.
• Improve comprehension: Encourages in-depth comprehension of a procedure.
• Create a contingency plan: This allows for unforeseen events and offers advice on how to solve problems.
• Distribute responsibilities: Arranges for the distribution of duties among various people or organizations.
• Produce documentation: Offers process documentation.
• Express yourself clearly: Making use of a user-friendly, graphic format simplifies communication.
• Make decisions more quickly: Quicker communication makes it possible to make judgments more quickly.
• Helping employees: This raises productivity and job satisfaction.
• Comply with standards: Assists companies in meeting requirements such as ISO 9000 and ISO 9001.
Types of process maps
Process maps can be of any size or shape. Although they all have the same function, some process map types could be more appropriate for various projects. Here are a few of the most typical kinds of process maps.
Flowchart
A simple flowchart is the most basic type of process map. The fundamental flowchart uses process mapping symbols to show the inputs, outputs, and steps necessary to complete a process.
Simple flowcharts can be used to model and document processes, plan new projects, enhance team communication, identify and fix problems in existing processes, and analyze and manage workflows.
Best for: Outlining a procedure from beginning to end, usually in sequential order.
High-level process map
A top-down or value chain map, also referred to as a high-level process map, offers a high-level picture of a process. The map is sparsely detailed and only covers the steps that are absolutely necessary for the process.
Business processes can be defined and their essential steps can be identified using high-level process maps. These process maps are especially helpful for explaining procedures with supervisors or other parties that don’t require a detailed understanding of the operation.
Best for: Outlining the crucial actions in a process.
Detailed process map
A detailed process map, as opposed to a high-level one, comprises subprocesses and covers all the specifics of each phase. It records key decisions as well as the inputs and outputs of every process phase. Due to its great degree of information, this process map offers the most comprehensive insight of the mapped process and is most useful in identifying areas of inefficiency.
Best for: Providing a thorough grasp of a process, including all specifics and backup plans.
Swimlane map
A swimlane map, sometimes called a cross-functional flowchart or a deployment flowchart, divides process operations into “swimlanes” to specify who is in charge of each task. Each stakeholder or team in the process has a channel on the map, and each activity is listed in the channel for that stakeholder or team. This kind of process map emphasizes the various responsibilities throughout the process as well as the interactions between stakeholders.
Swimlane maps are excellent for informing staff members of their responsibilities within a process and boosting accountability. They are helpful in locating process inefficiencies such as delays, redundancies, and potential process failures.
Best for: Clarifying the roles of various stakeholders in a process.
Case Study
Toyota is a renowned multinational automotive manufacturer known for its efficient production system, including the Toyota Production System (TPS) or Lean Manufacturing.
Swimlane maps are integral to Toyota’s process improvement efforts, as they help the company analyze and optimize their manufacturing and production processes. With a focus on reducing waste, improving efficiency, and enhancing quality, Toyota uses swimlane maps to visualize the flow of activities in their assembly lines and identify areas for improvement.
In Toyota’s production system, each swimlane in the map represents a specific department, team, or machine involved in the manufacturing process. This visualization helps them understand how different components and tasks move through the production line, ensuring smooth coordination and timely completion.
By using swimlane maps, Toyota can pinpoint potential bottlenecks, inefficiencies, and areas where resources could be better utilized. This enables them to implement continuous improvement practices and make real-time adjustments to optimize their production processes and achieve higher levels of productivity.
Toyota’s commitment to lean principles and their strategic use of swimlane maps have contributed to their reputation for producing high-quality vehicles efficiently, making them one of the leading automotive manufacturers globally.
Value stream map
A value stream map is a tool used in lean management that illustrates the steps involved in providing a product or service to a customer. Value stream maps are often intricate and include a special symbology to depict the movement of data and materials vital to the process.
Value stream mapping is helpful for finding places where waste may be eliminated and highlighting chances for optimizing future projects by recording data such as cycle time and the number of persons involved in each phase.
Best for: Outlining the steps involved in getting a product to a consumer and recording quantitative information about those steps.
SIPOC diagram
SIPOC is an abbreviation for suppliers, inputs, processes, outputs, and customers. A SIPOC diagram, which can be generated as a preliminary step to creating a full process map, is more of a chart identifying the important aspects of the process than it is a process map.
The SIPOC chart should have five columns, as the acronym suggests, listing the respective elements. A SIPOC diagram is helpful for identifying the scope of complex processes in addition to preparing for a more thorough process map.
Best for: Determining the important players and components of a process.
Symbols For Process Mapping
Steps, decision points, inputs, outputs, and participating team members are all represented on a process map using symbols from the Unified Modeling Language (UML).
The most popular process mapping symbols and how they are used are listed below:
• Terminator: The start and finish of the process are shown by rounded rectangles or ovals.
• Activity: A rectangle symbolizes an action or task in a process phase.
• Flow: Directional flow is indicated by arrows that link the process’s steps together.
• Decision: A diamond represents a point at which a choice must be made; often, “yes” or “no” alternatives branch out from this point.
• Delay: A process delay is denoted by a D-shaped symbol.
• Document: A rectangle with a wavy bottom line symbolizes written or printed information; several stacked wavy rectangle symbols are used to represent multiple documents.
• Data: A data input or data output of a process step is represented by a parallelogram.
• Manual input: A rectangular area with a slanted top line denotes a stage requiring manual entry of information.
• Subprocess: A rectangle with two vertical double lines denotes a subprocess that has already been defined somewhere else.
These typical symbols will be the most useful, especially as you get started. You can also include a variety of different symbols in your process map.
Process Mapping Illustration
Any form of process may be mapped out using a process map, but you might still be unsure of how to use this tool with your team.
Here is an illustration of a process map to give you a better sense of what one might resemble:
Procedures For Process Mapping
Although process maps can be tailored to your requirements and tastes, there are certain general guidelines to follow to ensure maximum success. To help you get started, consider the following best practices for process mapping:
Preparing your process map:
• Define the process’s parameters to ensure that only essential information is provided.
• Specify the procedure’s precise goals.
• Only depict processes that have a clear, identifiable or measurable output.
Creating your process map:
• Go backwards from output to input.
• Keep subprocesses straightforward.
• Only include the information that is absolutely necessary.
• Use standardized notation to keep everyone informed.
When reviewing your process map, be sure to:
• Get feedback from all parties concerned.
• Whenever appropriate, describe different ways to satisfy a preferred condition.
• Map out the procedure as it is now—not necessarily in a flawless or idealized state—and then make adjustments from there.
Use these pointers to generate the most efficient process maps possible.
Exercise 3.8: Enhancing Efficiency and Collaboration Through Process Mapping
Materials Needed:
• Whiteboard or flip chart
• Markers
Discussion Steps:
Step 1: Sharing Experiences (10 minutes)
• Encourage participants to share their own experiences with process mapping within their organization.
• Prompt questions for discussion:
• Have you or your team used process mapping in any projects or tasks?
• What was the purpose of process mapping in those instances?
• What benefits did you observe from using process maps?
• Were there any challenges encountered during the process mapping exercise?
Step 2: Wrap-Up (5 minutes)
• Thank participants for their active participation and valuable insights.
• Reiterate the importance of process mapping as a powerful tool for improving efficiency and collaboration in organizations.
Course Manual 9: “As Is” Vs. “To Be”
“As Is” vs. “To Be” Process Mapping: Driving Organizational Improvement
Process mapping is a powerful tool used by organizations to analyze, visualize, and improve their business processes. It provides a clear and structured representation of the sequence of activities, decision points, and interactions that take place within a process. One common approach in process mapping is the comparison of the current state of the process (As Is) with the desired future state (To Be). This dual perspective allows organizations to identify inefficiencies, bottlenecks, and areas for improvement, ultimately driving organizational growth and enhancement.
The ‘As Is’ Process Map
The As Is process map represents the current state of a process. It captures the existing workflow, activities, and decision points as they are being performed in real-time. Creating an As Is process map involves gathering data from various stakeholders, including process owners, employees, and customers, and documenting the process step-by-step.
The primary purpose of an As Is process map is to provide a baseline for analysis. By visualizing the current state, organizations can identify pain points, redundancies, delays, and other issues that hinder efficiency and productivity. This understanding is crucial as it lays the foundation for process improvement initiatives.
Key Benefits of As Is Process Mapping:
1. Identifying Inefficiencies: The As Is process map exposes inefficiencies within the current process, enabling organizations to address them and streamline operations.
2. Root Cause Analysis: It helps identify the root causes of problems and challenges faced during the current process, allowing for targeted improvements.
3. Data-Driven Decision Making: Process mapping provides a data-driven approach to identify opportunities for improvement, ensuring that decisions are evidence-based.
4. Cross-Functional Understanding: By involving stakeholders from various departments, the As Is process map fosters cross-functional collaboration and understanding of the end-to-end process.
5. Compliance and Risk Management: Understanding the As Is process is crucial for ensuring compliance with regulations and managing potential risks effectively.
Case Study: Walmart
While specific details about Walmart’s internal processes are not publicly disclosed, it is well-known that large companies like Walmart use process mapping extensively to analyze and optimize their operations. As-is process mapping is a crucial tool in their continuous improvement efforts. Here’s how Walmart may utilize as-is process mapping in general terms:
1. Supply Chain Optimization: Walmart relies on a complex supply chain to ensure products are delivered from suppliers to their stores efficiently. As-is process mapping helps Walmart visualize the current state of their supply chain, including the movement of goods, inventory management, and distribution processes. By analyzing this information, they can identify bottlenecks, redundancies, and inefficiencies that may exist within the supply chain and make data-driven decisions to optimize it.
2. Store Operations: As-is process mapping is likely used to examine various processes within their stores, including inventory management, restocking shelves, checkout procedures, and customer service. By mapping out these processes, Walmart can identify areas where customer wait times can be reduced, inventory levels can be better managed, and employee workflows can be improved to enhance overall store performance.
3. Order Fulfillment: Walmart’s e-commerce operations involve complex order fulfillment processes, including picking, packing, and shipping items to customers. As-is process mapping helps them understand the current state of these processes, ensuring that orders are processed accurately and delivered to customers in a timely manner.
4. Customer Service: Walmart may use as-is process mapping to analyze their customer service processes, such as handling returns, exchanges, and customer inquiries. This helps them identify pain points in the customer service journey and implement improvements to enhance customer satisfaction and loyalty.
5. Decision-Making and Collaboration: As-is process maps serve as valuable tools for Walmart’s teams to collaborate and make informed decisions. By having a clear visual representation of processes, different teams can come together to discuss inefficiencies, propose solutions, and align on improvement strategies.
6. Compliance and Risk Management: As a large retail corporation, Walmart is subject to various regulatory requirements and faces potential risks. As-is process mapping helps them demonstrate compliance with industry standards and regulations by providing a transparent view of their processes.
Overall, Walmart likely uses as-is process mapping as part of its commitment to continuous improvement and operational excellence. By understanding the current state of their processes, they can drive innovation, enhance efficiency, and deliver better value to their customers.
The ‘To Be’ Process Map
The To Be process map represents the ideal or desired future state of the process. It is a result of careful analysis, brainstorming, and process redesign to address the inefficiencies identified in the As Is process map. The To Be process map is forward-looking, envisioning how the process should ideally operate once improvements are implemented.
Creating a To Be process map involves designing and implementing process changes, often involving the use of lean principles, Six Sigma, or other process improvement methodologies. It requires collaboration among process stakeholders to define new workflows, roles, responsibilities, and technologies that align with the organization’s strategic objectives.
Key Benefits of To Be Process Mapping:
Process Optimization: The To Be process map allows organizations to optimize their workflows, remove bottlenecks, and enhance overall efficiency.
Continuous Improvement: It fosters a culture of continuous improvement, encouraging organizations to regularly review and update their processes to meet changing needs.
Enhanced Customer Experience: By envisioning an improved process, organizations can focus on delivering better customer experiences and satisfaction.
Innovation and Agility: The To Be process map promotes innovation, enabling organizations to adapt to market changes and stay ahead of the competition.
Goal Alignment: Aligning the To Be process with strategic objectives ensures that process improvements contribute directly to the organization’s mission and vision.
Interim Versions and Implementation
In some cases, organizations create interim versions of the process map during the transition from the As Is to the To Be state. These interim versions serve as stepping stones, capturing incremental changes made to the process over time.
The implementation of the To Be process requires careful planning, change management, and stakeholder engagement. It is essential to communicate the benefits and objectives of the new process to all involved parties and provide the necessary training to ensure a smooth transition.
Process monitoring and measurement are vital during the implementation phase. Key performance indicators (KPIs) are established to assess the success of the process changes and measure progress toward achieving the desired outcomes.
Challenges and Considerations
While the As Is vs. To Be approach is powerful, it also comes with challenges that organizations must address to make the most of process mapping initiatives:
1. Resistance to Change: Stakeholders may resist process changes due to fear of the unknown, job insecurity, or unfamiliarity with new workflows. Effective change management is crucial to overcome this resistance.
2. Scope Management: Defining the scope of the process map is critical to avoid overwhelming the project with too many details. Focus on the most critical areas for improvement.
3. Data Accuracy: Process mapping relies on accurate data and information. Organizations must ensure data integrity to make informed decisions.
4. Balancing Complexity and Simplicity: Process maps should strike a balance between providing sufficient detail and remaining understandable to a wide range of stakeholders.
Managing the challenges associated with the “As Is” vs. “To Be” approach in process mapping requires a proactive and strategic approach. Here are some strategies to effectively address and manage these challenges:
Resistance to Change:
• Communicate the Benefits: Clearly communicate the benefits of process improvements to all stakeholders, including employees, managers, and leadership. Highlight how the changes will lead to enhanced efficiency, reduced workload, and improved outcomes.
• Involve Stakeholders: Involve stakeholders in the process mapping and redesign efforts. Engage employees from different levels and departments to gain their insights and address their concerns.
• Offer Training and Support: Provide training and support to employees to help them adapt to the changes. Offer workshops, one-on-one coaching, and resources to enhance their skills and confidence.
Scope Management:
• Define Clear Objectives: Clearly define the objectives of the process mapping initiative and identify the specific areas for improvement. Focus on critical processes that align with the organization’s strategic goals.
• Break Down Complex Processes: For complex processes, break them down into smaller sub-processes to manage the scope effectively. Address each sub-process in stages to prevent overwhelming stakeholders.
Data Accuracy:
• Ensure Data Quality: Establish data validation processes to ensure the accuracy and reliability of the data used in the process mapping. Regularly review and update data sources to maintain data integrity.
• Collaborate with Data Experts: Involve data experts in the process mapping initiative to verify data accuracy and support data-driven decision-making.
Balancing Complexity and Simplicity:
• Use Visualizations: Utilize visual representations, such as flowcharts and diagrams, to simplify complex processes. Visualizations are easier to understand and digest, making it simpler for stakeholders to grasp the process flow.
• Tailor Communication: Tailor the level of detail and complexity in the process maps based on the audience. Use simple language and visuals for non-technical stakeholders and more detailed maps for subject matter experts.
Implementation Management:
• Develop a Roadmap: Create a clear roadmap for implementing the process improvements. Define milestones, timelines, and responsibilities to ensure a smooth transition from the As Is to the To Be state.
• Monitor Progress: Regularly monitor and measure the progress of the implementation. Use key performance indicators (KPIs) to track the success of the changes and identify any challenges or roadblocks.
Continuous Improvement:
• Foster a Culture of Learning: Encourage a culture of continuous learning and improvement within the organization. Recognize and reward employees for suggesting and implementing process improvements.
• Review and Update: Regularly review the process maps and make necessary updates based on feedback and changing business requirements. Process improvement is an ongoing journey, and continuous evaluation is vital.
Stakeholder Engagement:
• Involve Key Stakeholders: Engage key stakeholders throughout the process mapping initiative. Seek their input, involve them in decision-making, and address their concerns to ensure their buy-in.
• Provide Regular Updates: Keep stakeholders informed about the progress of the process mapping and implementation efforts. Regularly communicate achievements, challenges, and the impact of the changes.
By proactively addressing these challenges and implementing effective strategies, organizations can overcome obstacles and maximize the benefits of the “As Is” vs. “To Be” approach in process mapping. Strong leadership, open communication, and a commitment to continuous improvement are essential components of successful process mapping initiatives.
Conclusion
The “As Is” vs. “To Be” approach in process mapping is a powerful methodology that enables organizations to visualize their current state, identify areas for improvement, and design a future state aligned with strategic objectives. The dual perspective empowers organizations to drive process optimization, improve efficiency, enhance customer experiences, and foster a culture of continuous improvement.
By using process mapping effectively, organizations can streamline operations, stay competitive in a dynamic market, and achieve their long-term goals. Embracing process mapping as a core practice, organizations position themselves for success in an ever-evolving business landscape.
Exercise 3.9: Understanding and Analyzing ‘As-Is’ Process Mapping
Objective:
Materials Needed:
• Whiteboard or flip chart
• Markers
Discussion Steps:
Step 1: The Purpose of ‘As-Is’ Process Mapping
• Discuss the reasons why organizations create ‘As-Is’ process maps:
• To gain a comprehensive understanding of how a process currently operates.
• To identify bottlenecks, inefficiencies, and areas for improvement.
• To facilitate communication and collaboration among team members.
• To serve as a foundation for process improvement initiatives.
Step 2: Benefits of ‘As-Is’ Process Mapping
• Facilitate a discussion on the benefits of creating ‘As-Is’ process maps:
• Improved visibility: Participants can see the entire process at a glance, helping them understand the workflow more effectively.
• Informed decision-making: The visual representation aids in identifying problem areas and making data-driven decisions.
• Process optimization: Identifying inefficiencies allows for targeted improvements and streamlining of processes.
• Cross-functional understanding: ‘As-Is’ process maps foster collaboration among different departments or teams by providing a shared view of the process.
Step 3: Key Takeaways and Wrap-Up (1 minute)
• Summarize the key takeaways from the discussion exercise, emphasizing the significance of ‘As-Is’ process mapping in process improvement.
• Thank participants for their active engagement and insights.
Course Manual 10: Expanding/Combining Steps
Expanding and combining steps in process mapping is a fundamental technique used to optimize the representation of complex processes. When a step in a process consists of multiple distinct actions, it may be split into multiple boxes to provide a more detailed and comprehensive view. Conversely, if some actions always go together and have a natural association, they can be combined into a single box, simplifying the process map without sacrificing clarity. This approach allows process mappers to strike a balance between granularity and simplicity, ensuring that the process map effectively communicates the process flow and facilitates process analysis and improvement.
Expanding Steps
In process mapping, expanding steps involves breaking down a single step into its constituent actions or subprocesses. This is especially useful when a step is complex and involves multiple tasks that can be better understood individually. By expanding the step, process mappers can gain a more detailed insight into the process, uncovering potential inefficiencies, redundancies, or bottlenecks that may not be apparent in a higher-level view.
For example, consider a manufacturing process that includes a step labeled “Quality Control.” Quality control may involve various sub-steps such as inspection, testing, and documentation. By expanding the “Quality Control” step into its individual actions, the process map becomes more informative, allowing stakeholders to analyze each sub-step independently. This level of granularity enables teams to identify areas for improvement, such as enhancing testing procedures or streamlining documentation processes.
Expanding steps also facilitates the identification of potential handoffs or handovers between participants. When a step is expanded into multiple actions, it becomes clearer which participants are involved in each specific task. This visibility can be essential for improving coordination and communication among team members, especially in cross-functional or distributed processes.
In summary, expanding steps in process mapping allows for a more detailed analysis of complex processes, uncovering hidden inefficiencies and facilitating collaboration among participants.
Combining Steps
Conversely, combining steps involves merging two or more actions that naturally go together into a single box. This approach is particularly useful when certain actions are inseparable or consistently occur together in the process. By combining these related actions, the process map becomes more concise and less cluttered, making it easier for stakeholders to comprehend the process flow at a higher level.
For instance, in a customer service process, actions like “Receive Customer Inquiry,” “Verify Customer Information,” and “Assign Ticket to Agent” may always occur together in a seamless sequence. Instead of representing these actions as separate boxes, they can be combined into a single box labeled “Customer Inquiry Handling.” This simplification eliminates unnecessary repetition and provides a clearer view of the overall customer service workflow.
Combining steps is advantageous when process mappers seek to present a high-level overview of the process, especially during presentations or discussions with stakeholders who may not require the minutiae of individual actions. It helps stakeholders grasp the process flow quickly and understand the logical progression from one stage to another.
However, it is important to exercise caution when combining steps, as oversimplification may lead to a loss of critical process details. Process mappers should consider the context and audience of the process map to strike the right balance between simplicity and information richness.
Benefits of Expanding and Combining Steps
The practice of expanding and combining steps in process mapping offers several benefits, enhancing the effectiveness and utility of process maps:
1. Enhanced Understanding: Expanding steps allows for a deeper understanding of complex processes, helping stakeholders to understand each action’s nuances and requirements. On the other hand, combining steps provides a concise and cohesive view of the overall process, facilitating quick comprehension of the process flow.
2. Improved Process Analysis: Expanding steps helps with process analysis by revealing intricate details and potential improvement areas. This level of granularity enables process improvement teams to identify bottlenecks, redundancies, or inefficiencies that may be overlooked in a higher-level view. Combining steps, on the other hand, simplifies the process map, making it easier to identify the broader flow and sequence of activities.
3. Effective Communication: By expanding steps, process maps can provide clear instructions for individual actions or subprocesses, enhancing communication among participants. On the other hand, combining steps helps communicate the big picture and logical flow, which is beneficial for stakeholders who need a high-level overview.
4. Customization and Flexibility: Process mapping allows for customization, enabling process mappers to choose the appropriate level of granularity for each step. This flexibility ensures that the process map caters to the specific needs of stakeholders and the objectives of the process analysis.
5. Process Optimization: The detailed view obtained by expanding steps enables teams to pinpoint specific areas for process optimization. Conversely, combining steps helps identify opportunities for streamlining and simplifying the process flow, potentially reducing cycle times and improving overall efficiency.
6. Facilitating Decision-Making: Expanded steps provide stakeholders with comprehensive data, aiding in data-driven decision-making. On the other hand, the simplified view obtained by combining steps facilitates faster decision-making when a high-level overview suffices.
Challenges and Considerations
While expanding and combining steps in process mapping offer significant benefits, certain challenges and considerations should be taken into account:
1. Complexity: Expanding steps may lead to complex process maps with numerous boxes and arrows, which could be overwhelming for some stakeholders. Care should be taken to strike a balance between granularity and clarity.
2. Subjectivity: Deciding which steps to expand or combine can be subjective and dependent on the process mapper’s judgment. Collaborative efforts and input from process participants can help mitigate this subjectivity.
3. Clarity vs. Simplicity: Process mappers must carefully assess the trade-off between providing a detailed view of the process and presenting a simplified overview. The level of detail should align with the needs of the intended audience.
4. Alignment with Objectives: The decision to expand or combine steps should align with the objectives of the process mapping exercise. It should serve the purpose of the analysis and contribute to the desired outcomes.
5. Flexibility: Process maps should be designed with flexibility in mind, allowing for adjustments as processes evolve or requirements change. Process mappers should be open to revisiting and updating process maps as needed.
Conclusion
Expanding and combining steps in process mapping is a valuable technique that enhances the clarity and effectiveness of process maps. By breaking down complex steps into individual actions, process mappers gain deeper insights into the process, identify improvement opportunities, and facilitate collaboration among participants. Conversely, combining related actions provides a concise view of the process flow, allowing stakeholders to grasp the big picture and logical progression of activities.
The practice of expanding and combining steps requires thoughtful consideration of the process’s complexity, the audience’s needs, and the objectives of the process mapping exercise. Striking the right balance between granularity and simplicity is essential to create process maps that effectively communicate the process flow, facilitate process analysis, and drive process optimization efforts. Through this approach, process mapping becomes a powerful tool for improving organizational processes and achieving greater efficiency and effectiveness.
Case Study: Practical Application – Example in Manufacturing
Let’s explore a real-world example of process mapping in a manufacturing setting to illustrate the expansion and combination of steps:
Scenario: A manufacturing company produces electronic devices.
Expanding Steps: Step 1: “Assemble Components” – In the initial process map, the step “Assemble Components” is represented as a single box. However, upon closer analysis, the company identifies several sub-steps involved in component assembly:
• Sourcing Components
• Quality Inspection of Components
• Preparing Assembly Line
• Assembling Components
• Verifying Assembly Accuracy
• Packaging Assembled Units
By expanding Step 1 into individual boxes for each sub-step, the company gains a more comprehensive view of the assembly process and can identify potential delays or quality control issues at specific stages.
Combining Steps: Step 2: “Testing and Quality Assurance” – In the original process map, testing and quality assurance were represented as two separate boxes. However, the company realizes that these actions are inherently linked and occur simultaneously during the manufacturing process.
By combining Step 2 into one box, labeled “Testing and Quality Assurance,” the process map becomes more concise and highlights the seamless integration of these activities.
Exercise 3.10: Optimizing Process Mapping – Expanding and Combining Steps
Objective:
Materials Needed:
• Whiteboard or flip chart
• Markers
• Sample process maps (pre-prepared by the facilitator)
Workshop Steps:
Step 1: Explanation and Examples
• Provide participants with clear examples of expanding and combining steps in process maps.
• Use real-world scenarios or situations familiar to the participants to illustrate the effectiveness of each technique.
• Discuss the advantages and potential pitfalls of each approach.
Step 2: Hands-on Activity – Expanding Steps
• Divide participants into small groups (2-3 members per group).
• Distribute sample process maps to each group.
• Instruct each group to identify a step in the process map that can be expanded into its constituent actions or subprocesses.
• Ask the groups to draw an expanded version of the chosen step on a separate sheet of paper or a sticky note.
• Encourage them to discuss the insights gained from the expanded view and how it helps in understanding the process better.
Step 3: Key Takeaways and Wrap-Up
• Summarize the key takeaways from the workshop, emphasizing the importance of expanding and combining steps in process mapping for process analysis and optimization.
• Reiterate the benefits of striking a balance between granularity and simplicity in process maps.
• Thank participants for their active engagement and contributions.
Course Manual 11: Versioning, Circulation, And Approval
Versioning, Circulation, and Approval in Process Mapping: Ensuring Accuracy and Collaboration
As process maps evolve through various stages of development and improvement, it becomes essential to manage versioning, circulation, and approval effectively. This comprehensive exploration delves into the significance and best practices of versioning, circulation, and approval in process mapping, ensuring accuracy, collaboration, and successful process improvement initiatives.
Versioning – Preserving the Evolution
Preserving Historical Records: Versioning in process mapping involves maintaining a record of all draft versions and changes made during the development and improvement of the process map. Each version serves as a snapshot of the process at a specific point in time, allowing stakeholders to trace the evolution and history of the process.
Facilitating Revisions and Comparisons: With multiple versions available, organizations can compare changes made between different iterations of the process map. This enables process mappers to understand how the process has evolved over time and identify areas where improvements were implemented.
Supporting Audits and Compliance: Versioning plays a crucial role in supporting audits and compliance requirements. Having access to previous versions of the process map allows organizations to demonstrate how they have addressed any discrepancies or non-compliance issues.
Tracking Process Changes: By maintaining version history, organizations can track the impact of process changes over time. This data-driven approach helps in making informed decisions and ensures that changes lead to desired outcomes.
Let’s consider a real example of versioning in the context of software development.
Imagine a software development team working on a new mobile app. The team starts by creating a process map to visualize the entire development lifecycle, from initial concept to the final release of the app. They use process mapping software to create the initial version of the process map, representing the “as is” state of their development process.
Version 1: “As Is” Process Map
In Version 1 of the process map, the team includes all the steps involved in the app development, such as idea brainstorming, design, coding, testing, and deployment. They share this version with key stakeholders, including project managers, designers, developers, and quality assurance (QA) testers.
During the review process, stakeholders provide feedback on the process map. Some team members suggest adding a step for user testing to gather feedback before finalizing the app. Others recommend incorporating a separate phase for bug fixes and improvements after the initial launch.
Version 2: Revised Process Map
Taking into account the feedback received, the team updates the process map to Version 2, representing the revised “as is” state of the app development process. They add a new step for user testing and adjust the workflow to include bug fixing and improvement phases after deployment.
Version 2 is then circulated again among the stakeholders for further review. This time, the team receives positive feedback on the improvements made, but some stakeholders suggest a more iterative approach to the development process, where frequent feedback loops are incorporated throughout the entire lifecycle.
Version 3: Iterative Process Map
Based on the latest feedback, the team updates the process map to Version 3, reflecting the “as is” state with the iterative approach integrated into each development phase. They create multiple feedback loops to ensure continuous improvement and to address user feedback at every stage.
Version 3 is then approved by all key stakeholders, including project managers, designers, developers, and QA testers. The team now has a final approved process map that represents the agreed-upon app development process. This “as is” process map serves as a baseline for the team to follow throughout the app development lifecycle.
“To Be” Process Map
With the “as is” process map in place, the team begins working on the “to be” version. This involves identifying areas for further optimization and efficiency gains. They explore automation possibilities, streamlining steps, and reducing unnecessary complexity. The “to be” process map represents the ideal, optimized state of the app development process.
Versioning in this context allowed the software development team to track the evolution of their process map, incorporate feedback, and arrive at a final version that aligned with the needs and goals of all stakeholders. It also facilitated continuous improvement, ensuring that the app development process remained flexible and adaptable to changing requirements and industry best practices.
Circulation – Promoting Collaboration and Feedback
1. Engaging Stakeholders: Circulating process maps with key participants and stakeholders is essential for promoting collaboration and engaging everyone involved in the process. By sharing the process maps with relevant individuals, organizations encourage their participation and ensure that different perspectives are considered.
2. Gathering Feedback: Circulating process maps allows stakeholders to provide valuable feedback and insights. This feedback can range from identifying inaccuracies and inefficiencies to suggesting improvements and optimizations. Incorporating stakeholder feedback improves the accuracy and effectiveness of the process map.
3. Enhancing Transparency: By sharing process maps with all relevant stakeholders, organizations foster transparency in their process improvement efforts. Transparent communication builds trust among team members and encourages a culture of open dialogue.
4. Facilitating Cross-Functional Collaboration: In organizations with cross-functional teams, circulating process maps fosters collaboration between different departments. Stakeholders from different disciplines can contribute their expertise, leading to comprehensive and well-rounded process maps.
5. Ensuring Consensus Building: Circulating process maps with key participants allows organizations to build consensus on the proposed improvements. When all stakeholders have the opportunity to review and provide input, the final version of the process map is more likely to be accepted and embraced.
Let’s consider a real example of circulation in the context of a project management team working on a construction project.
Imagine a construction company is undertaking a major project to build a new office building. The project management team creates a process map to visualize the construction process, from initial planning to project completion. The process map outlines all the key steps, such as site preparation, foundation construction, building structure, interior finishing, and final inspections.
The team initiates the circulation process by sharing the process map with all relevant stakeholders involved in the construction project. These stakeholders may include architects, engineers, construction workers, project managers, subcontractors, and even representatives from the client company.
Circulation Step 1: Stakeholder Review
Each stakeholder receives a copy of the process map and is encouraged to review it thoroughly. They are asked to provide feedback on any potential inaccuracies, missing steps, or suggestions for improvements. For example, the architect may notice that a specific design review process is not included, and the construction workers may suggest adding a safety inspection step before proceeding to the next phase.
Circulation Step 2: Feedback Collection
The project management team collects all the feedback received from stakeholders during the review process. They compile the comments, suggestions, and proposed changes for further evaluation.
Circulation Step 3: Review Meeting
To facilitate collaboration and open dialogue, the project management team conducts a review meeting with all stakeholders. During the meeting, they present the process map and discuss the feedback received. This allows for clarification of any ambiguous points and enables stakeholders to understand each other’s perspectives.
Circulation Step 4: Incorporating Changes
Based on the feedback and discussions from the review meeting, the project management team makes the necessary revisions to the process map. They incorporate the suggested design review process and safety inspection step, among other improvements, to ensure the map accurately represents the construction project’s workflow.
Circulation Step 5: Final Approval
Once the revised process map is ready, it is circulated again among the stakeholders for final approval. Each stakeholder is asked to formally approve the process map to signal their agreement with the proposed construction workflow.
Circulation Step 6: Communication and Implementation
Upon receiving final approval from all stakeholders, the project management team communicates the approved process map to the entire construction team. They ensure that all team members are aware of the approved workflow and understand their roles and responsibilities in the project.
Throughout the construction project, the process map continues to be circulated and referenced by the project management team and construction workers. If any changes or adjustments need to be made during the course of the project, the process map serves as a reference point for discussions and decision-making.
In this example, the circulation of the process map allowed for active engagement and collaboration among all stakeholders, ensuring that the construction project’s workflow was comprehensive, accurate, and aligned with the needs and goals of everyone involved. The circulation process also facilitated transparency, communication, and consensus-building, leading to a more successful and efficient construction project.
Approval – Validating the Final Version
Ensuring Accountability: Requiring approval from all stakeholders ensures that everyone involved takes ownership of the process map. This accountability enhances the commitment to implement the proposed improvements.
Validating Accuracy and Completeness: The approval process acts as a validation step to ensure that the final version of the process map accurately represents the current state of the process. It also confirms that the map includes all necessary details and addresses the identified issues.
Securing Support from Leadership: Obtaining approval from senior management or leadership is crucial for gaining support and resources for process improvement initiatives. Leadership approval signals the importance of the project and its alignment with the organization’s strategic goals.
Mitigating Risk: The approval process helps identify potential risks and challenges in implementing the proposed process changes. Stakeholders can raise concerns and discuss risk mitigation strategies before finalizing the process map.
Case Study: Procter & Gamble (P&G)
P&G, a global consumer goods company, implements approval processes in its supply chain management. When introducing new products or making changes to existing ones, P&G’s supply chain team follows an approval process to ensure that all aspects, from sourcing raw materials to manufacturing and distribution, are carefully reviewed and approved. The approval process involves multiple stakeholders, including supply chain experts, quality control, finance, and marketing teams. This ensures that every step of the supply chain is well-optimized, compliant with regulations, and aligned with the company’s sustainability and efficiency goals.
Case Study: JPMorgan Chase
JPMorgan Chase, a leading financial services firm, utilizes approval processes in its risk management and compliance operations. Before executing significant financial transactions, such as large loans or complex investment deals, the bank follows a stringent approval process. The process involves thorough risk assessments, compliance checks, and approval from multiple levels of management and risk committees. This helps the bank mitigate potential risks and ensures compliance with regulatory requirements. The approval process is crucial in the financial industry, where ensuring the soundness of financial decisions is paramount to maintain the bank’s reputation and protect its clients’ interests.
Best Practices for Versioning, Circulation, and Approval
1. Establish a Version Control System: Implement a version control system to manage and track changes to the process map. This system should include timestamps, authorship details, and a clear version numbering scheme.
2. Define a Circulation Plan: Create a circulation plan that outlines which stakeholders will receive each version of the process map and when. Consider the roles and responsibilities of different stakeholders in the process to ensure their involvement.
3. Encourage Timely Feedback: Set clear deadlines for stakeholders to provide feedback on each version of the process map. Timely feedback ensures that improvements can be incorporated promptly.
4. Design an Approval Workflow: Develop an approval workflow that outlines the steps and individuals involved in the approval process. Clarify the criteria for approving the process map to ensure consistency and fairness.
5. Implement Review Meetings: Conduct review meetings with key stakeholders to discuss feedback, address concerns, and gain consensus on the final version of the process map. These meetings foster collaboration and ensure alignment among stakeholders.
Conclusion
In conclusion, versioning, circulation, and approval are crucial aspects of effective process mapping. Versioning allows organizations to preserve the evolution of their process maps, supporting continuous improvement efforts. Circulating process maps promotes collaboration and feedback from stakeholders, leading to more accurate and comprehensive process maps. Finally, obtaining approval from all relevant stakeholders ensures accountability, accuracy, and support for the final version of the process map.
By implementing best practices in versioning, circulation, and approval, organizations can successfully manage the process mapping lifecycle and drive impactful process improvements. The combination of meticulous version control, open collaboration, and a well-defined approval process lays the foundation for a culture of continuous improvement and excellence in process management.
Exercise 3.11: Versioning, Circulation, and Approval in Process Mapping
Duration: 15 minutes
Objective:
Materials Needed:
1. Whiteboard or flipchart
2. Markers
3. Process map template (pre-printed or available digitally)
Instructions:
1. Divide into Groups
• Divide the participants into small groups.
2. Versioning Activity
• Provide each group with a printed process map template representing a specific business process (e.g., employee onboarding, customer support, inventory management).
• Instruct the groups to work together to create three different versions of the process map, each with slight modifications or improvements. They can use the markers to make changes on the printed template or create digital versions using process mapping software.
• Encourage the groups to discuss the significance of versioning in process mapping and how it helps maintain a historical record and supports continuous improvement.
3. Circulation Activity
• After creating the three versions of the process map, ask each group to circulate their maps among the other groups for feedback.
• Instruct the receiving groups to review the circulated maps and provide constructive feedback, identifying any inaccuracies, missing steps, or opportunities for improvement.
• Emphasize the importance of gathering feedback from different perspectives to enhance the accuracy and effectiveness of the process map.
4. Approval Activity
• Once the feedback process is complete, ask each group to finalize their process map based on the feedback received.
• Instruct the groups to seek approval for their final process map from all members within their group, symbolizing the validation of the map’s accuracy and completeness.
• Highlight the significance of approval in ensuring accountability and securing support from stakeholders and leadership.
5. Wrap-up (1 minute):
• Summarize the key takeaways from the exercise, emphasizing the importance of versioning, circulation, and approval in effective process mapping.
• Conclude the workshop by encouraging participants to apply these best practices in their future process mapping endeavors.
Project Studies
Project Study (Part 1) – Customer Service
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 2) – E-Business
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 3) – Finance
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 4) – Globalization
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 5) – Human Resources
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 6) – Information Technology
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 7) – Legal
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 8) – Management
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 9) – Marketing
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 10) – Production
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 11) – Logistics
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Project Study (Part 12) – Education
The Head of this Department is to provide a detailed report relating to the Process Mapping process that has been implemented within their department, together with all key stakeholders, as a result of conducting this workshop, incorporating process: planning; development; implementation; management; and review. Your process should feature the following 11 parts:
01. Purpose
02. The Actions
03. The Participants
04. The Timing
05. Shapes & Symbols
06. Direction Of Flow
07. Workflow Vs. Process Map
08. Mapping
09. “As Is” Vs. “To Be”
10. Expanding/Combining Steps
11. Versioning, Circulation, And Approval
Please include the results of the initial evaluation and assessment.
Program Benefits
Management
- Better decisions
- Higher efficiency
- Lower costs
- Sharper focus
- Enhanced performance
- Organizational health
- Improved culture
- Defined purposes
- Less bureaucracy
- Shareholder value
Operations
- Increased productivity
- Reduced expenditures
- Improved processes
- Collective well-being
- Purposeful teamwork
- Greater collaboration
- Clearer procedures
- Meaningful roles
- Employee satisfaction
- Staff cohesiveness
Customer Service
- Improved services
- Enhanced morale
- Productive workforce
- Greater value-added
- Customer satisfaction
- Better understanding
- Sharper mindset
- Cohesive teams
- More enjoyment
- Increased positivity
Client Telephone Conference (CTC)
If you have any questions or if you would like to arrange a Client Telephone Conference (CTC) to discuss this particular Unique Consulting Service Proposition (UCSP) in more detail, please CLICK HERE.