Process Mapping

Process Mapping

Table of Contents

• Overview
• When to Use
• Quick Start
• Reference Guides
• Best Practices

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:

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• Leave outdated maps in documentation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