Process mapping is an essential element for the effective and efficient operation of a company, it is also one of the foundations of the Lean Management philosophy and the first step towards further improvement.

Many currently used management concepts such as e.g. Just In Time or Total Quality Management are based on the process approach. Therefore, it is very important to properly identify the process flow within the company and the processes at the interface between the company and the customer/supplier.

The result of process identification is a map. The map shows the connection of processes in a graphic form. Usually it is a block diagram, whose greatest advantage is readability. Even a person with no mapping expertise and not knowing the processes in the organization will be able to interpret the diagram.

When to map processes?

Process mapping becomes a necessity when we:

• start standardizing procedures in a company,
• implement a quality management system or another management system (e.g. environmental or information security),
• show discrepancies occurring in a process,
• implement a process monitoring system (KPI),
• identify areas where improvements are necessary (e.g. reduction of time of performing particular tasks, cost reduction, waste reduction)
• demonstrate places and purposefulness of data acquisition.

Process mapping can also serve as a training tool. People taking part in creating a map have an opportunity to get to know the organization better and understand its key processes.

Process mapping – the most important rules

Mapping is usually done according to the principle “from general to specific”. What does it mean? At the beginning, we visualize a general picture of the organization, which gives information about basic processes in the company. Then, we proceed to map individual processes, depending on the needs, describing them in more or less detail. Maximum detail can describe specific movements or actions of a person performing a specific task.

When starting the mapping process, remember that the process map describes the process as it is now. We do not bend the image towards the desired state. While creating a diagram describing the current state, one should be very careful not to aim at a target image of processes functioning in an organization. The process map must reflect the actual state.

Tools used for process mapping

Many different types of tools can be used to make a process map. There are many “dedicated” process mapping programs. Examples include: Bizagi Modeler, Visual Paradigm, Creately, GitMind. You can also use programs included in the MS Office package (Excel, Power Point). A simple sheet of paper with a pencil or “post it” sticky notes are very often used. Post-it notes are especially recommended when creating a map in a larger group. They give the possibility to divide tasks in subgroups. Sticky notes also allow you to create large-scale maps (on the wall or blackboard).

Where to start with process mapping?

When starting to create a diagram you should determine:

• the scope of the mapped process (beginning and end of the process),
• the most important operations of the process (in case of a detailed diagram you should also determine the subprocesses),
• order of occurrence of the tasks,
• task executors,
• input documents and documents and records created during the process,
• resources necessary for normal functioning of the process (including human and infrastructure resources).

Symbols in process mapping

In process mapping, a predetermined symbolism of designations is used. Depending on the specificity of an organization, the symbols may differ. One of the most frequently used designation systems is the one presented below.

For more complex processes, it is recommended that the process map be created by a group of people who know the process. These can be machine operators working in the area, technologists or specialists who understand the process. Then the chance for the map to be more accurate is higher.

It often happens that during the mapping there are discrepancies in the order of performing tasks. Then a person who, for example, is an operator of a machine which is affected by this discrepancy will be able to provide the facts.

Group work allows for initial determination of best practices and their subsequent standardization.

Creating a process map

Creating a process map involves drawing out the individual operations in a process and connecting them with arrows. Most often the process direction is from left to right or from top to bottom. Typically, a returning sub-process that closes as a loop has a left and up (counter-clockwise) direction. The directional link closing the loop reaches the corresponding symbol on the map or the link to the immediately preceding process step.

When creating a process map, we can identify where time and money are being wasted or there is a risk that non-conforming products may be passed on to the next process or worse, to the customer.

After drawing the process map you should compare it with the real process and confirm that the individual operations are correct and are described in the right order. It is best to check the correctness of the map in practice. How? You should enter the area with the process map “in hand” and trace subsequent operations step by step.