Process Mapping

One of the basics of modern business, it's surprising that so many of us don't understand how it should be done.

Brown Paper

There are now countless geeks out there who've taken the idea of process mapping and like most things out there, digitised it. It started with Visio years ago, but now there are hundreds of different programmes and Apps out there that promise to make it all so easy.

Except that those 'solutions' carry little to no value. There, I said it. But why?

Because they focus on the activity of mapping, not the point - the end objective - of mapping. It's not where the value is.

Then we have the analogue version, the literal drawing out of the process steps, typically on a roll of brown paper - because it's the cheapest paper medium to do it - hence why 'brown paper' is often used as a synonym for process map.

I think I created my first brown paper over 30 years ago, and done hundreds of them since, and I've trained more than few consultants and clients to do them, too. What I've noticed is that over time most of the people doing brown papers haven't been taught properly.

Aspects of the Brown Paper

Maybe you think it's just a case of laying out the roll of brown paper and drawing the process on it, drawing lines and arrows where there are process connections, then spotting duplications and problems, then coming up with and agreeing some changes that'll improve things?

No. If that's what you've been taught, or what you think, then you're missing most of the iceberg.

Let's examine in a bit more detail, and start with a list of things you should consider.

1. The physical construction. Why is it important for it to be neat, robust, legible, coloured, identifiable and manageable? How do you achieve this?
2. The physical placement? Why is it important that it can be transported, where it should be done and displayed?
3. The preparation? Why is it important to be done? Who needs to be involved? How will you explain the need? What do you need to do it? How much time will it take? When is the right time to do it, or not to do it?
4. The construct? Who will do it? How will it be done? What do you - as facilitator or creator - need to be doing when it is being created? How do you validate it? How do you correct mistakes? How do you avoid a complex process making your map a mass of crossing lines and overlaps? How do you depict responsibilities? How do you annotate?
5. The tactical application? The what? The most powerful use of the brown paper is tactical, do you know what this means? Do you know how to leverage the brown paper for tactical objectives? How do you prioritise?
6. The presentation? How should the brown paper be presented? To whom should the brown paper be presented, when, and why? How do you field questions? What are your objectives and how will you achieve them?
7. The follow up? What happens afterward? How do you translate and move from activity to outcome?

Outcomes

A good brown paper 'exercise' is one of the most powerful improvement tools available - when done properly!

It can (and should) be used not just to flush out inefficient and ineffective activity, but it should also be used to move mindsets. Mindsets are the things that dictate behaviour (contrary to what many consultants will espouse: that the Target Operating Model or TOM will do so).

Done badly, by which I mean done for purely technical reasons (effectiveness, efficiency), or with mistakes, or done messily, or presented poorly, or positioned incorrectly, or rushed, or done without engagement or consensus...it can not just be an opportunity missed, it can undermine your credibility, send your change process backward or lead you down the wrong path.

For those looking to embark on such an exercise you could do worse than take some time to answer my questions posed in the list above.

If you want some help, DM me and I'll give you some pointers.

#appliedacumen #processmapping #brownpaper #improvement