PROCESS MAPPING

Nithya Nair
MBA(FT),S4 Roll no:24 School of Management Studies CUSAT, Kochi-22 Email-nithunair90@gmail.com

Abstract:. Business process mapping refers to activities involved in defining what a business entity does, who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined.The main purpose behind business process mapping is to assist organizations in becoming more efficient. A clear and detailed business process map or diagram allows outside firms to come in and look at whether or not improvements can be made to the current process.Business process mapping takes a specific objective and helps to measure and compare that objective alongside the entire organization's objectives to make sure that all processes are aligned with the company's values and capabilities

Keywords-Business process,Mapping,Flowcharts,Detailed flowcharts,TOPDown flowcharts,Deployed flowcharts.Process mapping.

1.INTRODUCTION
Structural analysis of a process flow (such as an order-to-delivery cycle), by distinguishing how work is actually done from how it should be done, and what functions a system should perform from how the system is built to perform those functions. In this technique, main activities, information flows, interconnections, and measures are depicted as a collage on a large sheet of (commonly brown) paper, with different colored 'Post-it' notes or slips of paper. This graphic representation allows an observer to 'walk-through' the whole process and see it in its entirety. Also called brown papering.The ultimate purpose of all process mapping must be to bring about improvement and innovation. It is therefore most helpful to start mapping processes as they are, not as they could be. Changes to the process can follow once the initial condition is defined. Process mapping can also, of course, be used for planning new processes.Business process mapping refers to activities involved in defining what a business entity does, who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined. The main purpose behind business process mapping is to assist organizations in becoming more efficient. A clear and detailed business process map or diagram allows outside firms to come in and look at whether or not improvements can be made to the current process.Business process mapping takes a specific objective and helps to measure and compare that objective alongside the entire organization's objectives to make sure that all processes are aligned with the company's values and capabilities.ISO 9001 requires a business entity to follow a process approach when managing its business, and to this end creating business process maps will assist. The entity can then work towards ensuring its processes are effective (the right process is followed the first time), and efficient (continually improved to ensure processes use the smallest amount of resources). The first structured method for documenting process flow, the flow process chart, was introduced by Frank Gilbreth to members of ASME in 1921 as the presentation Process ChartsFirst Steps in Finding the One Best Way. Gilbreth's tools were quickly integrated into industrial engineering curricula. In the early 1930s, an industrial engineer, Allan H. Mogensen began training business people by using these tools of industrial engineering at his Work Simplification Conferences in Lake Placid, New York. A 1944 graduate of Mogensen's class, Art Spinanger, took the tools back to Procter and Gamble where he developed their work simplification program called the Deliberate Methods Change Program. Another 1944 graduate, Ben S. Graham, Director of Formcraft Engineering at Standard Register Industrial, adapted the flow process chart to information processing with his development of the multi-flow process chart to display multiple documents and their relationships. In 1947, ASME adopted a symbol set derived from Gilbreth's original work as the ASME Standard for Process Charts.

PROCESS MAPPING-DETAILED

Process maps are much more than simple boxes and lines that document a how work flows. They are a potent set of tools that, when used properly, can unlock urgent opportunities to: Increase efficiency Eliminate non-value-added activities Reduce cycle time Expand service capabilities Simplify work flow Minimize dependencies Gain buy-in and organizational support for change

Recent developments Business process mapping, also known as process charts, has become much more prevalent and understood in the business world in recent years. Once created by a bricklayer to increase efficiency, process mapping is now being used by companies worldwide and humans alike. Process maps can be used in every section of life or business. The Four Major Steps of Process Mapping 1. 2. 3. 4. Process identification -- attaining a full understanding of all the steps of a process. Information gathering -- identifying objectives, risks, and key controls in a process. Interviewing and mapping -- understanding the point of view of individuals in the process and designing actual maps Analysis -- utilizing tools and approaches to make the process run more effectively and efficiently(Jacka, J. Mike)

Process mapping has in recent years developed due to software tools that can attach metadata to activities, drivers and triggers to provide a more complete understanding of processes. The developments mean that process mapping is no longer two-dimensional but multidimensional; capable of supporting several important business goals:

Business process re-engineering Regulatory compliance Activity analysis Service level agreement (SLA) role clarity (RACI) Simulation internal audit

Software tools can make process maps available using a web-browser allowing easier communication to, and access by, multiple stakeholders. This can improve organizational

standards compliance, ease training, and foster end-to-end process understanding - possibly improving inter-departmental activities. Quality improvement practitioners have noted that various graphical descriptions of processes can be useful. These include: detailed flow-charts, work flow diagrams and value stream maps. Each map is helpful depending on the process questions and theories being considered. In these situations process map implies the use of process flow and the current understanding of the causal structure. Six Sigma practitioners use the term Business Process Architecture to describe the mapping of business processes as series of cross-functional flowcharts. Under this school of thought, each flowchart is of a certain level (between 0 and 4) based on the amount of detail the flowchart contains. A level 0 flowchart represents the least amount of detail, and usually contains one or two steps. A level 4 flowchart represents the most amount of detail, and can include hundreds of steps. At this level every task, however minor, is represented

Primary Example

Proposed Patient Appointment Procedure Flowchart is a primary type of business process mapping. It consists of some symbols such as arrow, circle, diamond, box, oval or rectangle. The type of Flowchart just described is sometimes referred to as a detailed flowchart because it includes in detail, the inputs, activities, decision points, and outputs of any process.

The example is Proposed Patient Appointment Procedure. It starts with "preparation of appointment book" followed by a decision whether the appointment is shore or fleet. If the appointment is fleet, inform patient they can call 1500 to make own appointments for next few days, if the appointment is shore, confirm 24 hours prior to appointment. Next confirm that the patient confirmed. If a patient did not call, the appointment is canceled, otherwise the patient is given a confirmation number. Finally confirm that the patient showed for the appointment. If not, a standby patient is placed in the appointment slot, the appointment book is marked Failure and a failure report is submitted from front desk to fleet liaison. If a patient showed for appointment, put Patient showed in appointment book

Again an easy example to understand the concept of process mapping is the making of breakfast as illustrated below:

We must first understand that making breakfast is a process. The ingredients are the inputs and the final breakfast ready to be served is the output. This graph shows the breakdown of each process vertically and horizontally. For instance, cooking ingredients is broken down into all of the different tasks that need to be done : cook bacon, cook eggs, toast bread, and fry potatoes. These tasks are then broken down further below. In order to cook eggs, one must first heat the pan, pour the mixture, stir mixture, add pepper, and remove eggs. This is a prime example of how process mapping can be used in any situation/process in order to understand all of the different parts so that we can complete the process with a better understanding for more efficiency. Although this is just a simple example, many aspects of business, including supply chain, operations, marketing, finance, and accounting, use similar process mapping activities to improve efficiency. Typically, a Process Map illustrates the workflow which is normally encapsulating a more complete operation. These process inputs are further defined allowing the goal to transform inputs into pre-defined outputs. This enables product and service designers to envision how the intricacies of the critical processes affect the finished project. Steps Involved A process map represents the depiction of a process into a series of discrete steps. Each step is defined with its relationship to preceding and/or succeeding steps, and may include most or all of the following:

Inputs: All requirements the step needs to complete successfully. This includes the physical tools and elements that are consumed in the process step. Outputs: Any tangible or meaningful output that is generated by the step. The outputs can be tangible like a product or component, but can also be intangible like "consensus" or "decision". Noise: Inputs which add no significant value to the execution of the process step. Sometimes noise is a distraction from the actual purpose of the step. Frequently, identified noises represented 'add-ons' to the original pupose that may have served a purpose at some time, but is no longer useful or relevant to process execution Metrics: This step determines the effectiveness of each outputs and the level of quality each delivers. Whenever metrics are available, governing the execution of the step they should be specified. Actors: These are the individuals who perform the activities of the step. Process Mapping and Process Flow Charting are techniques that can be employed to not only provide a visual representation of a procedure but also have the potential to identify significant savings in the way in which the process is organised and performed. This is particularly so when aligned with Process Cost Modelling. Organisations are full of processes, not only manufacturing processes but processes for purchasing, warehousing, handling orders etc. These processes can involve moving and manipulating data and information (service industries) as much as material (manufacturing industries). They can also involve various departments and specialists in completing tasks and activities, making decisions, filling out forms, filing and retrieving information. The processes can also involve complex parallel and serial activities interconnected and dependant on tasks being completed satisfactorily. Very often these processes have evolved as the organisation has grown, sometimes keeping pace, sometimes overwhelmed by the sheer size of the organisational growth. To solve growth problems - such as maintaining the throughput, quick fix solutions may be used e.g. increasing the labour resource rather than improving or overhauling the process. Another aspect of process mapping is Value Stream Mapping which is one of the Lean techniques used to analyse the flow of materials and information currently required to bring a product or service to a customer. The technique originated in Toyota, where it is known as "Material and Information Flow Mapping"

Process Mapping with Flowcharts A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be apicture of an ideal process that you would like to use. Process mapping with flowcharts can help people: Agree on the steps of a process and the order in which they occur See some of the duplicated effort and other non-value-added steps that might be lurking in a process Clarify working relationships between people and organizations

Target specific steps in the process for improvement.Process mapping is especially useful in the measure and analyze phases of Lean Six Sigma methodology.

Top-down flowchart There are several kinds of flowcharts. The simplest is the top-down flowchart. What can it do for you? Tell what the major clusters of activity arethe ones that are essential to the total process.

Show what the process would look like without the steps that have accumulated over time to shore up aninefficient or faulty process. How do you make one? 1. 2. 3. List the most basic steps of the process. Limit these to no more than five or six major steps Write the major steps across the top of a board, flipchart or piece of paper in the order that they occur in the process Under each major step, list the sub-steps that make up that element of the process. List them in the order that they occur.Again, limit yourself to no more than five or six sub-steps for each major step.

Now what? The picture you have created will show only the useful work that goes into the process. Compare this to the way things are actually done. Ask: What can be done to elimina te unnecessary work? Talk to your customers. Ask: How can we improve the process to better please the people who receive ourwork? Look at the essential process. Ask: How can we change the process to make fewer errors and increase our speedof delivery?The top-down flowchart can be used for planning new processes as well as examining existing ones. It helps keep peoplefocused on the whole process instead of getting lost in details. Details can be worked out by the team membersresponsible for that part of the process. Deployment flowchart Another flowchart is the deployment chart. While the top-down flowchart tells what , the deployment chart shows both what and who. What can it do for you? Show how the people involved fit together. Keep track of what each person or organization is supposed to do.

How do you make one? 1. List the major steps of the process in the order in which they occur. This might be the output of your work with a top-down flowchart or you might use some other technique to create this list

2. 3.

4. 5. 6. 7.

Across the top of your board, flipchart or paper write the names of the people or organizations involved in the process . Under the name of the person or organization responsible for the first step in the process, draw a box and write that stepin the box. If more than one person or group is responsible for a step, extend the box so it is also under the name of thatperson or group . If any of the other people or groups help or advise the ones with primary responsibility for that step, draw an oval underthe names of those people or groups. Connect the ovals to the box with the process step in it After the first step is complete, put the second step under the people responsible for it. Connect the first step to the second step, then add ovals for any helpers or advisors in the second process step. Keepgoing this way with all the steps in the process . Detailed flowchart Generally top-down and deployment charts are enough to examine a process, but sometimes teams need more detail to seewhere problems are occurring. What can it do for you? Show what actually happens at each step in the process in detail Show what happens when non-standard events occur

Graphically display processes so you can easily see redundancies and other wasted effort. How do you do it? To construct a detailed flowchart, various symbols can be used to represent process steps. 1. Draw the first symbol, and then write a description of the process step inside the symbol. 2. Draw the second symbol. Write the description. Connect the two symbols with an arrow showing the direction of flow. 3. Continue this way until you have completed the process or the part of the process you wanted to examine.Each symbol should represent only one action or one yes-no decision. This is what gives the detailed flowchart its detail.It is also what makes the creation of detailed flowcharts so time consuming. Now what? Look at the completed flowchart.Ask: Where are there redundancies that could be eliminated? Where are there steps that seem out of order? What steps are missing that could improve the process? Where is time lost waiting or sending things back and forth?

What steps add no value to the customer?A detailed flowchart can be a powerful tool for examining a process that has built up needless complexity, but be warned.

Before you can improve a work area, you need a solid understanding of what works and what really needs improvement. Now is the time to visually represent your findings, so that you can profoundly understand the current state (also known as As Is) of your process and discover its true potential. Process maps are much more than simple boxes and lines that document a how work flows. They are a potent set of tools that, when used properly, can unlock urgent opportunities to improve performance. In this article youll learn a set of prevailing process mapping methods to visually represent and analyze how work happens. You will learn an approach for choosing the right tool for your objectives and your target audience.

The power of process mapping is this. When you visually represent how work happens, then you can see how to improve it. Often these improvements will jump right out the page at you. And since most of us are visual learners, visual representation is a familiar way of communicating so you gain influential buy-in to your change project. And who wants to improve buy in? Just about everyone! Successful process mapping starts with choosing the right tool from your multi-faceted tool kit. As the saying goes, "If all you have is a hammer, everything looks like a nail." This applies in process mapping. If you always use the block diagram to show how work flows, you might bemissing an opportunity to illuminate the other aspects (who, where, why) of process performance you are not capturing.

5.REFERENCES

1. http://www.businessdictionary.com/definition/processmapping.html,22/03/2013 2. http://en.wikipedia.org/wiki/Business_process_mapping,22/03/2013 3. http://it.toolbox.com/wiki/index.php/Process_Map,23/03/13 4. http://www.process-mapping.co.uk/,23/3/2013 5. http://www.flowmap.com/documents/booklets/dfc.pdf,23/03/13 6. http://www.odgroup.com/articles/map-process/24/03/13 7. http://www.scribd.com/doc/1026777/Process-Mapping-WithFlowcharts#download,24/03/13 8. http://www.flowmap.com/documents/booklets/dfc.pdf,24/03/13 9. Anderson, Chris. What is a Process Map?, Bizmanualz, 22/03/2013 10. Examples of types of process maps. Juran Institute,Inc., Retrieved from http://www.premierinc.com/about/mission/social-responsibility/cares/processmaps.pdf,22/03/2013 11. http://en.wikipedia.org/wiki/Value_stream_mapping,23/03/13 12. www.fpm.iastate.edu/worldclass/process_mapping.asp,23/03/13 13. www.accuprocess.com/products/process-mapping.html,24/03/13 14. www.rff.com/process_mapping.htm,24/03/13 15. www.slideshare.net/SDeas/simple-process-mapping-techniques,25/03/13