Lean process mapping in 5 easy steps

I absolutely love process mapping. It's a tool that when used properly can show any process not only its deficiencies but the areas where the biggest results can be obtained with the tiniest of changes.

So...what is process mapping?

Process mapping is the step-by-step description of the actions taken by workers as they use a specific set of inputs to produce a defined set of outputs.

Keep in mind that process mapping looks at all the steps in a given process. It also counts the time spent doing these steps as well as the transition time between them.

Step 1: Identify the problem that is to be looked at. You shouldn't commence the process mapping of a job just because it felt good to do it on a Tuesday. Process mapping is useful when the specific problem you are looking to tackle has been identified. For instance, in our clinic we identified a problem. Our lead time (another name for process time) was too long. We then identified (through data collection) that the biggest opportunity for the reduction of lead time was to look at the process from when the patient is called back by the medical assistant to when the patient walked out our office door.

Step 2: Get together a team to do observations on the selected process and record lead times. Ideally it should be a mix of staff who do the actual work and staff who do not. The staff should be directly involved in the lean project and have knowledge of lean methodologies.

Step 3: Select where the process map will go. We found it useful to use a wall with multi-colored post it notes and a white board with markers. The important thing is that you have a large, dynamic surface to work on.

Step 4: Identify in the process map any steps that are taking too long or any processes that can be integrated into a singular action. Remember the 8 examples of lean waste? Here is where you can put that knowledge to great use! Remember to make changes that are reproducible and sustainable.

Step 5: Create and test out the new process. Collect data on the new process for at least 2 weeks. Make sure that the new process really is more efficient than the last one. Do not be afraid to go back to the drawing board and re-create certain steps in the processes if it does not yield the results that your team wanted.

Good luck to you all in your lean endeavors!

Dr. Jorge A. Gaspar