| I see many organizations, both large and small, continue | | | | The magic of process maps lay in their seemingly |
| to communicate fragments of important policies and | | | | simple visual presentation of complex ideas. One |
| processes to employees through one-time emails and | | | | picture can tell a thousand words. Each process map |
| the like. This could include a new purchase | | | | should take up no more than one page, with its |
| authorization policy or a new data entry procedure. | | | | definition taking up just one other. If a map takes up |
| Expecting employees to forage through past emails | | | | more than one page, identify sub-processes within |
| and other transitory type documents only leads to | | | | each process and show each sub-process on a |
| wasted time and exasperation. | | | | separate page. Use clear referencing to link each |
| Process clarity is one of the three key foci in effective | | | | sub-process with its associated macro process. I have |
| organizational design, along with people and technology. | | | | seen process maps that flow on page after page |
| Yet with the haphazard process management | | | | after page. These do little more than confuse |
| common in many businesses, it is little wonder that | | | | employees. |
| employees struggle to do a good job. How an invoice | | | | Do not try to document everything that goes on in |
| is processed, customer complaint handled or | | | | your organization. Decide on the priority processes and |
| engineering drawing approved in many organizations | | | | concentrate on these. Processes from which you can |
| depends more on who does it and what day of the | | | | gain quick wins are those that interface with external |
| week it was done on rather than on sound business | | | | customers and suppliers and those that are currently |
| reasoning. Where process and role clarity is lacking, | | | | providing you with your biggest headaches. |
| personal idiosyncrasies and political maneuvering take | | | | 7. Use standardized mapping conventions |
| over. | | | | What you want is for anyone in the organization to be |
| Moreover, research indicates that less than 20 percent | | | | able to pick up a process map and understand |
| of product defects and service problems are due to | | | | instantly what it is they are seeing. Standardize on |
| non-random factors, such as malicious employees, | | | | mapping conventions and formatting of the maps. |
| machine breakdown and poor raw materials. The | | | | Mapping symbols, flow direction, page layout, fonts, |
| other 80 percent or more of problems is due to | | | | titling and so on, should be the same from one map to |
| systemic deficiencies with processes. So, although | | | | another. Keep the number of flow chart symbols to a |
| mapping your business processes is relatively simple to | | | | minimum. You should need no more than six to keep |
| do and involves no costly capital expenditure, it pays | | | | the maps easy to read. |
| huge dividends in business efficiency and employee | | | | 8. Get agreement on the process |
| commitment. If you are thinking about mapping your | | | | The most beautifully documented process will mean |
| processes, here are ten key pointers to keep in mind. | | | | naught if there is little commitment from the major |
| 1. Involve employees who actually do the work in the | | | | actors to follow them. Crunch time will come in those |
| mapping | | | | tough times of impending deadlines and snappy |
| Employees who do the actual work are in the best | | | | stakeholders. I find what works well is getting formal |
| position to know the detailed steps in each process. | | | | sign-off from the process-mapping team leader, the |
| They are also most familiar with the common | | | | Process Owner and the managers of the interfacing |
| roadblocks and bottlenecks and the key contacts in | | | | processes (both supplier and customer). This may |
| the organization to get things done. Involve your | | | | seem overkill and you may get some resistance, |
| employees up front by inviting them to join | | | | however, getting formal agreement now will save you |
| process-mapping teams. Keep managers and | | | | much heartache later when people start to come up |
| supervisors out of the process-mapping sessions, as | | | | with excuses as to why the seemingly agreed |
| they have a tendency to dominate the sessions with | | | | process does not apply in this or that case. |
| their own "expertise". | | | | 9. Document the process |
| 2. Identify process start and end activities | | | | The most important thing that team leaders can do |
| For each process, clearly identify the start and end. If | | | | after the team agrees on the process definition and |
| the team neglects this important step at the start of | | | | steps is to write it down. What works well is |
| each mapping session, in the team's enthusiasm, extra | | | | brainstorming all the process activities first, writing each |
| activities will quickly creep into the picture until the | | | | process step on a Post-it note and then having a team |
| process becomes unmanageable. Think of one activity | | | | member place the Post-it notes in order on flipchart |
| that triggers the process, such as an invoice appearing | | | | paper. The next hour or so is then devoted to arguing |
| in an in tray. This is the start. Then think of the last | | | | about the activities and order of steps. Post-it notes |
| activity performed. It may be, for example, posting an | | | | can easily be moved around during this debating |
| item to the General Ledger. | | | | process. Only when there is full agreement are the |
| 3. Identify process objective and inputs and outputs | | | | lines and arrows drawn in to signify the process flows. |
| This is where work starts to take on new meaning for | | | | Get the process formally drawn up and make sure |
| employees. The team leader should ask employees | | | | that they are made easily accessible to all who need |
| why each process is performed and what are the | | | | them. Fix them to operator machines, post them on the |
| expected results of each process. Not only does this | | | | corporate intranet or place them in a loose-leaf binder |
| help to focus attention on removing non-value add | | | | on each officer's desk. Put them where people do |
| activities, but it also gives employees a sense of | | | | their work and make sure that they are accurate, |
| purpose in their working life. | | | | concise and easily understandable. |
| Asking the teams to identify the inputs to the process | | | | 10. Convey management commitment and train your |
| and the expected outputs will serve to clarify what the | | | | teams |
| process needs before it can begin and what | | | | Although mapping business processes will not cost you |
| customers of the next process will get before they | | | | much in capital expenditure, it does require concerted |
| can begin. For example, agreeing that widget assembly | | | | effort. Get the management team to show visible |
| cannot begin until the joining screws are supplied will | | | | support and commitment to the project. Activities here |
| eliminate a lot of idle work in progress. | | | | include holding regular project progress meetings and |
| 4. Identify Customer and Supplier requirements | | | | rewarding the most productive teams. Teams will |
| Next, each team needs to work out who the suppliers | | | | loose faith and energy quickly if management support |
| and customers of the process are. This step is critical | | | | is seen as piecemeal or being given grudgingly. Team |
| as it identifies who the team needs to work with | | | | leaders will need to be able to organize effectively and |
| collaboratively to maximize business results. If a | | | | manage their time, along with possessing the |
| process does not have a customer, then eliminate it as | | | | necessary interpersonal and analytical thinking skills. |
| it has no useful purpose. Every employee working in a | | | | Each team will also need a mix of abilities; people who |
| process should serve either an internal customer or an | | | | can think creatively, bond the team and follow through |
| external customer or both. Each team should then ask | | | | on tasks, to name just a few. Where these skills are |
| of their customers what it is they want from the | | | | lacking, they will need to be learned. Do not skimp on |
| process, in terms of quality, turn around time, and so | | | | training the teams and their team leaders. This is a |
| on. For example, the internal customers of the | | | | very wise commitment, as such teams have proved |
| purchasing team may require orders to be fulfilled | | | | to be a fertile ground for developing the next line of |
| within two days unless placed on backorder. | | | | leaders. |
| Conversely, the team needs to clarify what it is they | | | | Use as a basis for further improvement |
| need of their suppliers, both internal and external, to | | | | The primary objective of mapping business processes |
| perform their process effectively and efficiently. A | | | | is to form a common understanding from which |
| purchasing team may require other departments, for | | | | process improvements can be achieved. If this is the |
| example, to fill in all fields of the Purchase Order prior | | | | first time that your organization is setting out to map its |
| to submission. | | | | processes, be ready to receive a bonus. The initial act |
| 5. Identify a Process Owner for each process | | | | of defining processes brings new clarity of roles, |
| For each process, specify one Process Owner. | | | | objectives and activities. For every team that I have |
| Identifying one person who is responsible for the | | | | worked with, this new shared understanding has |
| process end to end is critical to ensuring process | | | | uncovered many areas for improvement during the |
| efficiency. Where processes flow through | | | | initial mapping process. |
| departments, as all major processes do, the Process | | | | Once your teams have completed mapping their key |
| Owner will need to have sufficient authority and | | | | processes, turn them into continuous improvement |
| credibility to make decisions spanning these | | | | teams. Not only do the documented maps serve as |
| departments. There is no more effective way that I | | | | the agreed baseline for ongoing process improvement, |
| know to dismantle quickly and effectively the silo walls | | | | they also make for excellent induction and training |
| that get built separating departments. | | | | resources. Now sit back and watch your business |
| 6. Manage the level of detail | | | | soar. |