Common Management Systems
Business processes help us organize and drive an organization. In order to be responsive and productive, it is essential to have efficient and effective processes. Over time, however, business processes consist of a complex web of inefficient, outdated and redundant activities and burdensome business rules and practices that hinder performance. However, inefficient processes can be dramatically improved once they are understood using process mapping.
The first step is process identification. Many companies think they know their processes -- manufacturing, sales, accounting, building services. But it is just this silo mentality that causes processes to lose their customer-centric approach. Instead of defining processes based on the company's understanding, they must be defined by the customer's understanding. Walking through customer experiences helps the reviewer identify those trigger points that can make or break success. These then form the basis for process identification.
Source: Business Process Mapping, John Wiley & Sons
Once the processes are identified, the second step begins -- information gathering. There is a large volume of information that should be obtained before trying to learn the intricacies of a process. Primary among these is identifying who the true process owners are -- the ones who can effect change. Their buy-in and agreement throughout the analysis is paramount. Additional information that should be obtained includes the objectives of the process, risks to the process, key controls over those risks, and measures of success for the process.
In order to effectively evaluate this information, diagrams can be used to make the process easier to understand by showing the relationships between the various tasks, verification steps and deliverables and by showing who is responsible for each task.
In order to make these standardized processes as adaptable as possible and avoid having to update the process documentation each time there is a reorganization or staff change, it is best to label the roles in a generic fashion.
Only after each process is captured in a diagrammatic format is actual "Process Mapping" completed. This involves sitting with each employee and having him or her describe what it is they do. This information is recorded using a sticky-note method. Each step in the process is recorded on a sticky-note and built in front of the individual completing the work. This allows them to interactively ensure the final map matches their understanding of their work. The final process maps are developed using flowcharting software. Time flows down the page, and each individual involved is represented by a separate column. In this manner, a simple map can result from a complicated process.
While Analysis is considered the fourth step, analysis must really occur throughout the review. While defining the processes, the reviewer may determine that objectives are not in line with the processes in place. In gathering information, it may become apparent that measures of success do not correspond to department objectives. These are just some of the examples of ongoing analysis.
However, there are some specific examples of analysis that can be completed once maps are done. These include identifying unnecessary approvals, isolating rework, removing duplicate forms, eliminating useless holds, and investigating decision requirements that lead to no discernable result. In and of them, no single incident is necessarily wrong. But each must be analyzed in the context of the map to ensure it supports the objectives.
There are numerous pitfalls and traps that can occur in the mapping project, but practice will help any practitioner become more effective. When done correctly, Business Process Mapping should lead everyone to a better understanding of the goals of a particular process, a realigned sense of purpose, and a number of suggestions that can streamline operations while increasing customer satisfaction.
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(Access to any Business Process Maps requires logging in with your CSUB-AD userid/password. You must be a member of the CSUB-AD group WebPeoplesoft)
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