The Basics of Process Mapping

1. Process maps are models of work, not the work itself

"The Map Is Not the Territory (It Is a Model of the Territory)"

Maps as representations. Process maps are symbolic representations of work viewed as a process. They show some aspects of work but not others, and may not reflect current conditions. The main reason to create a map is to develop a shared understanding of the actual work among those who perform it.

Limitations of maps. No map shows everything that might be of interest. Organizations can waste time and money trying to create "perfect" or "complete" maps. Instead, mapping should stop when you've learned enough about the work to make necessary changes or when other forms of documentation (like procedures or job aids) would be more appropriate.

Purpose of mapping. Maps are means to some other work-related end, such as improving processes, training employees, or clarifying roles and responsibilities. The value lies not in the map itself, but in the insights and actions it enables.

2. Three essential process map types: Relationship, Cross-Functional, and Flowchart

"Each map (model) depicts the boundaries, selected components, features, and properties of work in some way (using specific symbols and conventions)."

Relationship maps show the parts of an organization and their supplier-customer relationships. They provide a high-level view of how different departments or functions interact.

Cross-functional process maps (also known as swimlane diagrams) illustrate workflows across departments. They show how work moves through an organization and who is responsible for each step.

Flowcharts provide a detailed view of the sequence of activities within a specific process or task. They are useful for identifying waste and distinguishing between value-creating and non-value-creating activities.

• Each map type serves a different purpose and provides a unique perspective on the work
• Using all three types together provides a comprehensive understanding of an organization's processes

3. Relationship maps reveal organizational structure and connections

"Relationship maps show how the parts of an organization are 'wired' together."

Organizational structure. Relationship maps depict the "parts" of an organization and the internal or external supplier-customer relationships among those parts. They follow a general left-to-right resource conversion sequence represented by three components: Suppliers, the Organization, and Customers.

Key features:

• Part/whole relationships
• Supplier-customer relationships
• Input/output connections

Benefits:

• Show what the organization "takes in" and what it produces
• Highlight what each part contributes to the whole
• Illustrate organizational boundaries that work must pass through
• Provide context for employees to understand how their work fits into the larger picture

4. Cross-functional process maps illustrate workflow across departments

"A cross-functional process map illustrates workflow in organizations. A workflow consists of a set and series of interrelated work activities and resources that follow a distinct path as work inputs (resources) get transformed into outputs (items) that customer's value."

Key components:

• Swimlanes representing different departments or roles
• Activities shown as boxes within swimlanes
• Arrows indicating the flow of work and handoffs between departments

Benefits:

• Show the entire workflow at a glance
• Highlight customer touch points
• Make supplier-customer relationships throughout the process visible
• Identify patterns in the workflow (serial, collaborative, parallel, or combination)

Creating a cross-functional process map:

1. Define the process boundaries
2. Identify the departments or roles involved
3. List the activities in each swimlane
4. Connect activities with arrows to show the flow of work
5. Add decision points and branching paths as needed

5. Flowcharts provide granular views of specific activities

"A flowchart is a graphic representation of the sequence of work activities used to create, produce, or provide a single specific, unique output."

Purpose of flowcharts:

• "Drill down" within a subset of a larger process
• Distinguish between value-creating and non-value-creating activities
• Make types of waste visible (delays, storage, batching, movement, inspection, approval, rework, etc.)

Key symbols:

• Rectangles for activities
• Diamonds for decisions
• Arrows for flow direction
• Specific shapes for different types of waste or non-value-adding activities

Creating a flowchart:

1. Define the boundaries of the work
2. Keep the flow from left to right or top to bottom
3. Use appropriate symbols for each step
4. Label decision points clearly
5. Identify the output of the workflow

6. Seven principles to improve flow in knowledge work

"Seven Principles for Improving Flow: 1. Improve flow from the outside in, 2. Measure what matters to the customer, 3. Make the end-to-end (flow) visible, 4. Identify and remove barriers to flow, 5. Connect and align value-added work fragments, 6. Organize around the end-to-end flow, 7. Manage the flow visually"

Improve flow from the outside in:

• Start with the customer's perspective
• Identify the specific item or work product that exits the workflow
• Determine what the customer values about that item

Measure what matters:

• Use measures related to the flow of the item
• Incorporate measures into daily work when possible
• Only collect data that you actually use

Make end-to-end flow visible:

• Trace the actual path of the item from trigger to customer receipt
• Identify main resources involved along the path
• Observe an item as it flows through the process

Remove barriers to flow:

• Identify types of waste and barriers present
• Determine causes of waste and barriers
• Develop and implement countermeasures

Connect value-added work:

• Locate each value-creating activity
• Analyze work content and examine alternatives
• Assess feasibility of restructuring work

Organize around flow:

• Assign accountability for the entire workflow
• Deploy resources to optimize flow relative to customer demand

Manage visually:

• Make real-time information on status, progress, and performance visible
• Enable quick distinction between normal and abnormal operations

7. Identify and eliminate waste to dramatically reduce lead time

"If up to 99.95 percent of time spent is waste, this represents a significant opportunity for improvement. Learning to see the waste that is hidden in plain sight is a valuable skill."

Types of waste in knowledge work:

• Overproduction: Creating more or sooner than needed
• Inventory: Work-in-process, partially completed tasks
• Waiting: Delays for approvals, system responses
• Extra processing: Unnecessary steps, multiple versions
• Correction: Defects, rework
• Excess motion: Retrieving information or supplies
• Transportation: Moving work between locations or systems

The 0.05 to 5 Rule:

• In most organizations, only 0.05% to 5% of time is spent on value-creating activities
• The rest is waste, representing a significant opportunity for improvement

Calculating waste:

• Lead Time (LT) = Value-Creating Time (VCT) + Non-Value-Creating Time (waste)
• Example: In a 28-day process, only 20 minutes may be value-creating time

8. Measure what matters to the customer for process improvement

"Use measures related to the flow of the item."

Key flow measures:

• Lead time: Total elapsed time from start to finish
• Cycle time: Time spent on a specific activity
• Value-creating time: Time spent transforming inputs into customer-valued outputs
• Complete and Accurate (%C&A): Perception of output quality by the customer
• First-pass yield: Percentage of defect-free items through all activities
• Throughput: Number of items completed per unit of time

Importance of measurement:

• Focuses improvement efforts on customer-valued aspects of the process
• Provides baseline data for comparing before and after improvements
• Enables real-time monitoring and adjustment of processes

Guidelines for effective measurement:

• Measure characteristics directly related to what the customer values
• Incorporate measures into daily work when possible
• Use flow-centric data as real-time performance indicators

9. Make end-to-end flow visible to understand the entire process

"Trace the actual path of the item, from the initial trigger to the point in the workflow where the customer receives the item."

Steps to make flow visible:

1. Identify the trigger that starts the process
2. Follow the item through each activity and handoff
3. Note the resources involved at each step
4. Observe the actual work being done
5. Create a visual representation of the entire workflow

Benefits of visualizing flow:

• Reveals the true complexity of the process
• Identifies bottlenecks, delays, and inefficiencies
• Helps team members understand their role in the larger context
• Facilitates identification of improvement opportunities

Tools for visualization:

• Cross-functional process maps (swimlane diagrams)
• Value stream maps
• Flowcharts for detailed activity views

10. Connect and align value-creating activities for optimal performance

"Grouping and connecting the value-creating work activities into logical subsets and sequences often provides a potential alternative to organize work and resources."

Steps to connect and align activities:

1. Locate each value-creating activity in the process
2. Separate the work from the people and systems currently doing it
3. Analyze the work content to determine dependencies
4. Examine alternatives for performing the work
5. Assess the feasibility of restructuring the work

Benefits of alignment:

• Reduces handoffs and delays between activities
• Enables more efficient use of resources
• Facilitates collaborative work on interdependent tasks
• Improves overall process flow and reduces lead time

Considerations:

• May require changes to job definitions or department responsibilities
• May need to redesign IT systems to support new work arrangements
• Requires careful change management to implement successfully

11. Organize around end-to-end flow for better results

"Assign operational accountability and responsibility for the workflow as a whole."

Key aspects of organizing around flow:

• Assign a process owner or value stream manager responsible for the entire workflow
• Deploy resources along the path to optimize flow relative to customer demand
• Design jobs and roles based on their contribution to the overall workflow

Benefits:

• Ensures focus on end-to-end performance rather than local optimization
• Facilitates faster decision-making and problem-solving
• Improves coordination and reduces conflicts between departments

Implementation strategies:

• Create cross-functional teams aligned with key workflows
• Redesign physical layouts to support flow (e.g., co-locating team members)
• Implement visual management systems to make flow visible and manageable
• Align performance measures and incentives with end-to-end flow objectives

Last updated: September 20, 2024