Secrets of process mapping
04/13/05
Using the SIPOC tool (supplier, input, process, output, client) has helped to define the start and end points of a process that you want to improve. Now you need to dive into the detail of that process in order to improve it. A process map can help.
A process is a collection of activities that takes one or more kinds of input and creates an output that is of value to the people served by the activities.
Process mapping is the single most important visual display that can represent "who does what" within a workplace. A process map will help you to identify the smartest performance measures and the greatest opportunity for improvement.
Creating a process map
To create a process map, it is important to determine the start and stop points because you will create the process map between those points. The SIPOC tool can help. Once you have determined the beginning and ending activity steps, start mapping what is done between the two. Make sure to:
-
Keep it simple.
- Start at a high level first.
- Involve the people closest to the process.
- Walk through the process yourself.
- Think end to end.
- Work with a small group of 3-7 people. A larger group can make the activity unwieldy.
1. Begin by stating your intention to create a process map for activities completed between start-step A and stop-step B.
2. Document the activities that people do between steps A and B on self-adhesive notes. Attach the notes to a wall, flip chart, or whiteboard in the order in which they are normally completed. Begin your documentation at a high level and then move into additional process maps that provide greater detail.
3. Document the process maps. Schedule your next meeting to review the information. Make sure that you verify and clarify the activities and their owners. Also, look for any immediate opportunities to create "quick wins."
Here is a simple example of process mapping.
In order to identify areas for improvement, processes must be broken into subprocesses. A subprocess operates at a more detailed level than a core process and gets into who does what and why on a daily basis.
Core processes must be broken down into enough detail to understand, monitor, manage, and analyze performance. As a general rule, processes must be described at a third level, as shown above, before improvement teams will be able to deal with them adequately.
How-To Main Page
|
Return to: U of M Home
