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Process mapping
is gaining in popularity as a way of identifying opportunities for
improvement but is it a valid method for describing how the business
achieves its objectives? Organizations
are often described by the functions they carry out so when it comes to
identifying their processes it is automatically assumed that there will be
some alignment with the organization charts or the organization's
procedures.
If your
management team has difficulty answering the questions below, it might be
that your process maps are not effective communicators of process
attributes.
Process mapping
is often thought of a graphical method of describing the way product or
information passes through an organization as work is done upon it. True,
one obtains a kind of map from this approach, but a map is not the
territory and its the territory that needs to be described if one is to
manage the organization's processes effectively. Process mapping is but
one aspect of effective process
management.
If you were to
examine the process maps you have created for your
organization would you find?
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The processes
to carry labels that matched the names of departments, clauses of ISO
9001 or responsibilities of departments, sections or individuals?
-
Dozens of
processes, perhaps a 100 or more in a large organization?
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Each process
having an entry point and an exit point that is linked to other
processes?
-
Process
measurements based on the numbers of things processed?
-
Diagrams with
'swim lanes' identifying who is responsible for which process and the
linkages between them?
What the
activity more than likely produces is a description of the transactions executed in the
organization. Now there is merit in mapping the transactions because in
doing so you are likely to find inefficiencies but is this the only reason
for mapping processes?
If you were to
ask your management team what the process maps achieved, would they:
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Be able to
take a specific business objective or stakeholder requirement and chart
a path through the map to find out what activities and resources will be
employed to achieve it?
-
Be able to
take a specific business result and chart a path through the map to find
out how it was achieved and measured?
-
Show where the
resources were being used?
-
Be able to
find out what provisions have been put in place to manage specific
risks?
-
Be able to see
how their contribution to the business linked with what everyone else
did?
One solution
is to model the organization aas a system of interconnected processes as
illustrated in the diagram. As you will see, the processes, represented
by the light blue shapes are high level processes, in fact there are
only four processes within the whole organization.
The Mission management process
determines the direction of the business, develops the organization’s
capability to accomplish its goals, continually reviews performance and
initiates changes to keep the business focussed on its mission.
The Resource management process
specifies, acquires and maintains the resources required by the business
to fulfil the mission and disposes of any resources that are no longer
required
The Demand creation process develops
products and services and penetrates new and existing markets with a
promotional strategy that attracts potential customers to the
organization.
The Demand fulfilment process
converts customer requirements into products and services that deliver
customer satisfaction.
Learn more
form our e-book
A Guide to Business Process Management |
