How to Build a Process Map

Building a process map that highlights areas for improvement takes expertise.

To build a process map that thoroughly documents an existing process and highlights areas for improvement takes expertise. The facilitator requires excellent analytic and interviewing skills.



You can also use process maps to define future processes, for example when new software is being implemented that will change the existing process. Though the steps to build the map are the same, your team will analyze the map differently if you are building a new process rather than improving an existing process.

Things You'll Need

• Interviewer or facilitator
• Subject matter experts
• Documentation tool

Instructions

1. Identify the process to be mapped. Include the beginning and ending points of the process plus the goals for doing the mapping. This helps keep your efforts focused.

2. Identify the subject matter experts. These should include all teams involved if it is a cross-functional process. You should include both workers who directly perform the process and managers with a broader overview of what is expected.

3. Choose the format and tool to use. As the facilitator, you can either interview one or two people at a time or you may choose to hold a large team session of all process participants. You must also decide if you want to use a simple tool like sticky notes on a piece of paper or use flow charting software. The best tool to use is the one that is most comfortable for your organization.

4. Define and document the process, identifying each type of process activity. This step may take several iterations if you interview people individually.

5. Validate the documented process with all process participants to ensure no steps were overlooked.

6. Add measurements to each step of the process. These should be related to your initial goal. If your goal is to reduce cycle time, the time needed for each process step should be documented.

7. Analyze the information gathered for ways to improve the existing process. In the case of a documented future process, ensure it meets the original goals set.

Tips & Warnings

• • Use standard flowchart shapes or different colors to highlight different types of process activities, such as value-added steps, inspection or decision points, hand-offs or waiting time. Don't simply use text boxes for activity or it will be difficult to identify improvement opportunities.

• • Most process mapping experts recommend gathering data in individual interviews. But there is also value in reviewing the results with the whole process team as all gain insights when they understand what other groups in the process are doing.

• • For a very large process, it may be useful to create a less detailed overview process map first, then document portions of the process in more detail.

• • Subject matter experts sometimes find it hard to remember and articulate all the details of the process. The facilitator must ask probing questions during the interviews, such as what process steps take the most time or which could be skipped

References

• Six Sigma: Building Valuable Process Maps Takes Skill and Time
• Six Sigma: Avoid the Four Most Common Mistakes of Sales Process Mapping
• Strategos: How to Map a Process

Resources

• Six Sigma