Process Mapping
Table of Contents
Overview
Process mapping creates visual representations of workflows, helping teams understand current operations, identify bottlenecks, and design improvements.
When to Use
- Documenting existing workflows
- Identifying process improvements
- Onboarding new team members
- Discovering inefficiencies and bottlenecks
- Planning system implementations
- Analyzing customer journeys
- Automating manual processes
- Training and documentation
Quick Start
Minimal working example:
Mapping Approaches:
Current State (AS-IS):
Purpose: Understand existing process
Participants: People doing the work
Timeline: 2-4 hours
Output: Current workflow diagram
Benefits: Identifies real bottlenecks
Future State (TO-BE):
Purpose: Design improved process
Participants: Cross-functional team
Timeline: 4-8 hours
Output: Improved workflow design
Benefits: Clear vision for change
Value Stream Mapping:
Purpose: Focus on value-added vs waste
Participants: Process owners, operations
Timeline: Full day
Output: Detailed flow with timing
Benefits: Identifies waste and delays
Swimlane Diagram:
Purpose: Show roles and responsibilities
// ... (see reference guides for full implementation)Reference Guides
Detailed implementations in the references/ directory:
| Guide | Contents |
|---|---|
| Process Documentation | Process Documentation |
| Current State Analysis | Current State Analysis |
| Future State Design | Future State Design |
| Process Improvement Metrics | Process Improvement Metrics |
Best Practices
✅ DO
- Map current state first before designing changes
- Include all stakeholders in mapping sessions
- Document actual processes, not theoretical ones
- Identify waste and bottlenecks
- Design future state with team input
- Include decision points and exceptions
- Add timing and resource information
- Keep processes simple and visual
- Update maps when processes change
- Use mapping to drive continuous improvement
❌ DON'T
- Skip documenting current state
- Design future state without understanding current
- Over-complicate process diagrams
- Forget about edge cases and exceptions
- Ignore process performance metrics
- Create maps that nobody can understand
- Design improvements without involving people doing work
- Implement changes without validating process
- Leave outdated maps in documentation
- Ignore customer perspective