Process Mapping Analysis. How Sure Are You That Your Processes Stand Up To The Test Of Bringing Real Value To Your Customer?

Process Mapping Analysis (PMA) transfers to activities involved in defining what an organization does, who is responsible, to what standard a process should be completed, how it ought to be measured and how the success of a process can be determined.

The main function behind process mapping is to better aid organizations in becoming more efficient, less complex / wasteful. In addition, it also helps provide a clear and detailed process map allowing stakeholders to come in and look at whether or not improvements can be made to the current process.

PMA takes a specific objective and helps to measure and compare that objective alongside the entire organization's objectives to make sure that all processes are aligned with the company's potential and capabilities.

Process mapping, also known as process diagrams, has become much more prevalent and understood in the business world in recent years. Process maps can be used in every section of life and or business. The Four Major Steps of Process Mapping are the following:

1. Process identification—attaining a full understanding of all the steps of a process
2. Information gathering—identifying objectives, risks, and key controls in a process
3. Interviewing and mapping—understanding the point of view of individuals in the process and designing actual maps
4. Analysis—utilizing tools and approaches to make the process run more effectively and efficiently

Process Map Analysis.

Types of analysis.

• Moments of truth
  • What does the customer feel?
• Nature of the work
• Flow of the work

Refresher on Value and Waste.

Nature of Work: Value Analysis.

Types of Non Value Added Work.

Flow of Work.

Flow of Work: Process Disconnects.

• Gaps
• Redundancies
• Implicit or unclear requirements
• Tricky hand offs
• Conflicting objectives
• Common problem areas
• Complexities
• Waste

Process Map Analysis.

How to interpret:

• Use the matrix to direct your improvement efforts. Some questions you might ask as you examine the matrix include:
  • Where are the longest Cycle times? Are they value added steps? If not, can you eliminate or moderate them to save time?
• What type of non value added steps dominate your process? Inspection? Signature loops? Delays? How much time in your process do they account for? Can you eliminate or moderate them to save time?
• What amount of time in your process comes from value enabling steps? Challenge the value enabling aspect of these steps. Ask yourself if there is any value to eliminating these steps if you could. If the answer is yes, then look for ways to persuade others to eliminate this step without causing problems in the process

Value and Cycle Matrix.

Desired outcome:

Practice using a value and cycle time matrix for process analysis, see example below.

PMA is not new and is often overlooked and frankly for the most part a forgotten methodology. Documenting your processes consistently and keeping them current and up to date is an issue that almost every organization today struggles mightily with. In some cases, you would be surprised as to which large organizations don’t have anything at all in the way of having their processes documented. If you’re one of them or just want to try something different I highly encourage you as a leader of your organization to give it a try today.

If you wish to learn more about the PMA methodology and or bringing about process mapping in your organization. I would be most grateful to be your guide. Please give me a call.

Roman Bos
Business Optimization Solutions
Lean Consulting Services
239-671-6813