Building the process map

Building up a map provides a valuable and comprehensive flow of a process. Mapping allows the team to build deep knowledge about the process and the problems. You can use the map used to educate staff, and as a basis for accurate analysis. Expect to have to rearrange the diagram several times as you find out more about the process. The map should expose the complexity of the ‘paper-chase’ and make bureaucratic waste highly visible.

• Try to arrange the main flow across the top from left to right.
• Identify where the decision points are.
• Show where there are variations to the main process.
• Show different versions, rework or repeated steps.
• Identify queues or time delays.
• Be specific about quantities. For instance, to map the process of people calling for an appointment, quantify how many users ring per day for this service, how long they have to wait and the percentage of calls compared with other reasons for calls.
• The map needs to represent what really happens, so it will not necessarily follow written procedures.
• Add documents and screen prints to the map – include photos and copies of performance reports if available and relevant.
• Print off examples of all documents/screens/spreadsheets that are used during the process.
• Show all duplicates/triplicates.

If the documentation, screens or spreadsheets are poorly designed:

• Highlight parts of the document or screen that are not relevant.
• Highlight double entries.
• Highlight areas where frequent errors occur.
• Identify waste.
• Highlight good points about the process.
• Identify issues that need to be addressed and use colour to distinguish the two (see example below).