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Process Mapping

Name of presenter: Aregahegn Yimer

Title of presenter
Date
 What is a process?

A process is defined as:

set of interrelated or interacting
activities that use inputs to
deliver an intended result

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 Process
Input (A value adding set of Intended result
activities)

Requirements Result of a
specified process

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 ..

Whether the “intended result” of a process is called

output, product or service depends on the context of the
reference.

Inputs to a process are generally the outputs of other

processes and outputs of a process are generally the
inputs to other processes.

Processes in an organization are generally planned

and carried out under controlled conditions to add
value.
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  For controlling the process we have to
control all the factors that influence the
intended result

 The systematic management of

processes and their interactions to
achieve intended results is Called
Process Approach.

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 All organizations use processes to:
set interrelated or interacting activities
transform inputs into outputs
build in checks to meet objectives and
promote continual improvement.

The process approach integrates

processes into a complete system to
achieve strategic and operational
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objectives.
 .
 Each process has customers and other
interested parties that are affected by the
process and who define the required outputs
according to their needs and expectations

 All processes should be aligned with the

objectives of the organization and be
designed to add value

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 Understanding process approach to quality management

The process approach is a way of obtaining a

desired result, by managing activities and related
resources as a process
 The purpose of the process approach is to
enhance an organization’s effectiveness and
efficiency in achieving its defined objectives
 A process approach is a powerful way of
organizing and managing how work activities
create value for the customer and other interested
parties
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 The application of the process approach in a quality
management system enables:
understanding and consistency in meeting
requirements / Provision of confidence to the
relevant interested parties, about the consistent
performance of the organization;
the consideration of processes in terms of added
value;
Integration and alignment of processes to enable
achievement of planned results;
the achievement of effective process performance;
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 Adoption of the process approach provides:...

improvement of processes based on evaluation of

data and information,
Transparency of operations within the
organization,
Lower costs and shorter cycle times, through the
effective use of resources,
Provision of opportunities for focused and
prioritised improvement initiatives,
Encouragement of the Engagement of people and
the clarification of their responsibilities,
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 Traditional approach Vs. process approach

In the traditional functional approach:

•Organizations are usually managed vertically,

with responsibility for the intended outputs
being divided among functional units,

•The end customer or other interested party is

not always visible to all involved,

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 Traditional Vs. process approach …

• Problems that occur at the interface

boundaries are often given less priority than
the short-term goals of the units,

• This leads to little or no improvement to the

interested party, as actions are usually
focused on the functions, rather than overall
benefit to the organization.

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 Functional/traditional Model
Organizational structure defined based on functional units
GM

D1 D2 D3 D5 D6

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 Functional orientation
Process disconnection across departments in an
organization with functional orientation

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 Example on the result of functional approach

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 Example on…

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 Example on…

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 Example on…

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 Example on…

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 The process approach in the contrary:
Introduces horizontal management,
crossing the barriers between different
functional units and unifying their focus to
the main goals of the organization
It also improves the management of process
interfaces
The processes are managed as a system, by
creating and understanding a network of
the processes and their interactions

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 Process linkage across departments in an organization
with process orientation

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 Functional vs. Process Approach
Functional Approach Process Approach
Communication barriers, Better communication,
Blames, Grapevines, adverse eliminate barriers
relationship Rationalized activities
Non value adding activates Aligned based on value
exist adding sequences
 Hierarchical Resources are better
Resources are not properly utilized
allocated and utilized One Manager for the whole
No responsibility for the range of the process
whole range of the process
Inspection and firefighting

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 PROCESS MAPPING
The outputs from one process may be
inputs to other processes and
interlinked into the overall network or
system.

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 Example of a generic process sequence
Outputs from
Outputs from
other processes
other processes

Inputs Outputs
Outputs
to A from D
PROCESS A Inputs to B from B Inputs to D
PROCESS B PROCESS D
Outputs
from A

Outputs
Inputs to C from C
PROCESS C

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 Process mapping techniques
Why map a process?
 Maps and flow charts:
Help make-work visible,
Increased visibility improves communication and
understanding, and provides a common frame of
reference for those involved with the work process,
Help you document your current pathways to
customer satisfaction,
Can be used to show how you want work to be
done in your organization.

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 Process mapping is the first step of process
management.
Process mapping uses tools that enable you to
document, analyze, improve, streamline, and redesign
the way you do your works,

A process mapping provides a thorough understanding

of the inputs, outputs, and interrelationships within
each process that helps you:
Understand how processes interact in your
business system,

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 Identify & locate process flaws that are
creating systematic problems, such as
poor quality of customer service,
Avoid unnecessary risk at a reasonable
cost,
Identify internal controls within
processes,
Identify processes that need to be
reengineered,
Improve customer satisfaction.

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 In general we can describe four types of
processes as follows:
1. Processes for management of an organization:
These include processes relating to strategic
planning, establishing policies, setting
objectives, providing communication, ensuring
availability of resources needed ,
2. Support processes. These include all those
processes for the provision of the resources,
Competence, Awareness, Communication, and
Documented information that are needed for the
processes for managing an organization, for
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Operation, and for Performance evaluation.
 Type of Processes…
3. Operation processes. These include all processes that
provide the intended output of the organization.

4.Performance Evaluation Processes. These include those

processes needed to measure and gather data for
performance analysis and improvement of
effectiveness and efficiency. They include monitoring,
measuring, auditing and Management review
processes.
Corrective action and improvement are an integral
parts of the management, Support and operation
processes.

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 Example of process linkage: Training process
Customers
 .
Operation Processes
Training Training
Need Course Training Training Training
assesment develop Program Request Resource
ment Publicizing Processing Preparation

Training
Delivery

Management Processes Performance Evaluation Support processes

Processes
Personnel administration
Training evaluation Training
Strategic planning Internal quality audit Utilities administration
Annual planning Customer feed back Transportation
Training process Data analysis Accounting
management Management system review Document control
.Planning to address risks Record control
and Opportunities Cafeteria Service
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 Hiring Process –Cross- functional Map View

Requesting
Qualif
Department Candi

Administration

Recruiter
Market Place Job Seekers
 Key elements in formulating process maps

1. Select People
2. Define Process
3. Gather Data
4. Construct Maps
5. Analyse Maps
6. Issue Recommendations

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 3. Gather data
 Three basic methods to collect the
process information necessary to
create a map:

• Self-generate,
• One-on-one interviews,
• Group interviews.

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 Flowchart Method for Constructing process
maps
 A flowchart is a graphic representation of the
sequence of steps that make up a process .

The more intelligence built in to the flowchart, the

greater its usefulness.

By intelligence, we mean the use of symbols to

represent what actually takes place in the work
process.

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 Flowcharting …

... Boundary (Start, End): Identifies the beginning or end

of a process.

Operation: Identifies an activity or task in the

process, which changes an input. Usually, the
name of the activity or task is written inside.
Movement or Transportations : Indicates movement
of the output between locations.
Inspection: Identifies that the flow has stopped in order
to evaluate the quality of the output or to obtain an
approval to proceed.
Delay: Identifies when something must wait
or is placed in temporary storage.

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 Flowcharting …
… Storage: Identifies when an output is in storage waiting
for a customer. Activities classified as storage
generally differ from delays according to the duration
of the wait and the need for some type of authorization
to retrieve the item from storage.

Decision: Identifies a decision or branch point in the

process: Write the decision inside. Label each path
emerging from the decision block with the options,
such as yes, no, or complete, incomplete, etc.

Document: Identifies when the output of an activity is

recorded on paper. Write the name of the document
inside.

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 Flowcharting …
… Database: Identifies when the output of an activity is
electronically stored(entered in to a database). Write
the name of the database inside.
Connector: Indicates that an output from this
flowchart will be an input to another flowchart. Write
A A
a letter inside the circle to represent the output
input. Sometimes an arrow is used along with the
circle to denote whether the circle represents an
input or an output.
Arrow (flow of inputs/outputs): Indicates the sequence
and direction of flow within the process and usually the
transfer of an output of one activity to the next activity for
which it becomes an input. Use arrows to show movement
from one symbol to another.

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 Steps in flowcharting a process
1. Decide on the process to flowchart;
identify process name
2. Define the boundaries of the process: the
beginning and the end
3. Describe the beginning step of the process
in an oval flowchart symbol;
Start

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 Steps in flowcharting a process …

4. Ask yourself "what happens next?" and

add the step to the flowchart as a
rectangle.

Activities

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 Steps in flowcharting a process …
5. When a decision point is reached, write the
decision in the form of a question in a
diamond and develop the "yes" and "no"
paths. Each yes/no path must re-enter the
process or exist somewhere;

Decision

No
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 Steps in flowcharting a process …

6. Repeat steps 4 and 5 until the last step in

the process is reached;
7. Describe the ending boundaries/step in an
oval flowchart symbol.

End

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 5. Analyze Maps
 Once you have completed process map you will
need to determine

 What it is telling you about how to meet the

goals of the project

 The constraints to your stated objectives

 Conditions not apparent when formulating your

objectives

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 To improve a process look to these conditions
 Non value adding steps: Challenge each process
step. What value this activity add to internal or
external customers? Combine, simplify, or
eliminate activities that do not add value.
 Excessive control points: Inspectors and
supervisors approvals do not always add value.
They involve because of lack of evidence in the
process and competency of the operators.
 Excessive handoffs: Every time process activities
move from one person to the next, there is a
potential for delay or miscommunication.

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 6. Issue recommendations
To ensure that maximum benefits are
derived from your work, you will need to
distribute your findings in a clear, well-
organized form to concerned departments
for feed-back.

Your work will have no organizational

impact if you do not present a summary of
your finding and recommendation to your
decision makers.
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 Keys to successful flow charting

 Start with big picture: After depicted this

big picture of process, it is easy to develop
other diagrams with increased levels of detail
 Observe the current process: A good way to
start flowcharting a process is to walk
through the current process, observing it in
actual operation( Do a desktop “walk-
through” with persons who are involved with
the process).
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 Keys to successful flow charting
 Record the process steps you observe: Record the
steps as they actually occur in the process as it is
using different techniques.

 Arrange the sequence of steps. For example by

arranging the cards

 Draw the flow chart: Depict the process exactly as

you observed, recorded and arranged the sequence
of steps.

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 Examples of flowcharts
Flow Chart For the Operation process Of Electric
Cables Producing Company
Receiving
Contract/order

Review Contract/ Order

No
Capable to Notify Customer
deliver?

Yes

Purchasing

Yes

Production Client Deliver

No Specification requireme
met? nt met?
?

Yes No

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 Flow diagram(chart) for purchasing of new material for
production department.

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 SYNDICATE EXERCISE 9

1.Select a business process of your

organization and map it from the
first contact with the customer to
the delivery of the product or
service by using a flow chart.

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Please be
back on time