- A process map should be utilized within an organization to advance key leadership goals. Before using process mapping techniques, a leader should briefly describe these goals to members of her organization. For example, if the organization is encountering a financial crisis and certain benchmarks of financial growth must be satisfied in order to ensure its survival, the leader will want to make her team aware of this fact. By contrast, the organization may be experiencing a growth spurt, and the leader may desire to set a goal designed to harness such growth. Regardless of the situation, such a goal should be communicated to team members in order to help the members comprehend the reason for making use of a process map.
- Process mapping is best accomplished when members of an organization are allowed to provide input regarding the map's creation. The best people to reengineer an organization are often its own members. Individuals who are charged with overseeing different branches of the organization should be assigned certain duties in the creation of the process map. A leader may wish to pair up members from different branches, to facilitate the cross-polination of ideas. Membership participation is crucial to the mapping process, since team members will eventually be expected to implement ideas that are described within the map.
- Three essential levels of process mapping are the macro level, the mini level and the micro level. The macro level provides a sweeping overview of an organization's most essential activities and process, while the micro level does the opposite. At the micro level, different branches within the organization receive individual attention. The mini level, according to the Australian Continuous Improvement Group (ACIG), is the most commonly used level of a process map. It analyzes the interdependence of each branch of an organization with every other branch, and describes a variety of tasks that must be performed to keep the organization operating efficiently. "Process maps at this level," states the ACIG, "often cross departmental boundaries and involve several people."
- Process maps are useless if no one implements improvements that are painstakingly outlined in them. Results that are gathered through process mapping should either be posted at high-traffic areas within an organization or regularly summarized to encourage continuous improvement within the organization. During the process of creating a process map, team members should also be encouraged to openly communicate their concerns regarding workflow, and to suggest methods by which such concerns may be assuaged.
- Process mapping can be applied in a wide variety of environments, including within Fortune 500 corporations, churches and even nursing homes. In a business context, process maps can used to facilitate the reduction of waste within an organization and to consequently increase the organization's profitability. Process maps can also be used as educational tools to increase student performance within a classroom setting.
