What are the steps for creating a process map?

Start from understanding the CURRENT process and WHY it needs to be changed before defining the scope. It is crucial to evaluate what is the opportunity cost to "do nothing". Then, you can start from preparing a simple vision/goal statement illustrating the "why", present to your stakeholders and define the start and end point of the process. Keep in mind process design is a TEAMwork. The goal is to involve stakeholders as early on as possible to ensure smooth change management.

One thing that I found particularly useful from my experience in process design is the importance of identifying the process and paying careful attention to the major design parameters that have the greatest impact on the process. By doing so, you can explore the impact of these parameters and make informed decisions about how to optimize the process for maximum efficiency and effectiveness. Also, it is important to note that local climate conditions play a vital role in the design of any process. For example, a process that works well in a hot and dry climate may not be suitable for a cold and wet climate. The local climate conditions can affect the materials used, the equipment required, and the overall efficiency of the process.

In my experience, for any process design if there is already a pre-defined process and the objective is to make the changes to it based on emerging technologies and new found ways then few of the key things need to consider are: 1. to understand the goal of these changes 2. what are the key pain points it's trying to address 3. What are the cost and benifits of this new process will bring for organization 4. How easy or difficult it is to revert the changes in case things go south

1. Determine the beginning and end points of the process, as well as the activities that take place in between. 2. Gather any existing data related to the process, such as process diagrams, flowcharts, and notes from previous studies. 3. Create a process map that outlines the activities, inputs, and outputs of each step in the process. 4. Analyze the process map to identify areas of potential improvement. 5. Develop solutions to improve the process. Consider how automation and technology could streamline and improve the process. 6. Measure the results of the changes to ensure that the process is running smoothly and effectively. 7. Make any necessary adjustments to the process as needed.

Identify the process you want to map and define its scope, start, and end points. Collect process-related information from a range of sources, including documents, reports, interviews, and observations. Enumerate the steps in the procedure together with their respective sequences. Choose a tool or a software to create your process map. You can use a simple flowchart or a more advanced process mapping software, depending on your preference and needs. Use process mapping symbols to represent the activities, decisions, flows, and other elements of the process. Review and validate your process map with the relevant people, such as process owners, managers, or users. Share and communicate your process map with your intended audience.

Understanding the scope is the first and most important step in process design and other process and process safety studies. Defining the scope helps to understand the importance of the process. It also helps to identify the potential risks associated with the process, as well as the potential solutions to mitigate them. Additionally, defining the scope can help to identify potential areas for cost savings or process improvement.

Definir o escopo: Determine claramente os limites e a extensão dos processos a serem mapeados. Exemplo de Definição de Escopo para um Mapa de Processos: Se o objetivo é mapear o processo de atendimento ao cliente em uma empresa de comércio eletrônico, o escopo pode ser definido como "Desde o recebimento do pedido até a entrega do produto ao cliente". Isso estabelece os limites do processo a ser mapeado, excluindo atividades fora desse intervalo, como a gestão de estoque ou o desenvolvimento de produtos. Definir o escopo ajuda a focar na eficiência e compreensão específica do processo em questão.

In the context of Robotic Process Automation (RPA), defining the scope of your process becomes even more crucial for a successful implementation. RPA involves automating repetitive, rule-based tasks performed by software robots, and clarity in scope is essential.

Der wichtigste Schritt bei der Erstellung einer Prozesslandkarte besteht darin, sich zuerst die Frage zu stellen, wer die Hauptnutzer der Landkarte sein werden und welche spezifischen Bedürfnisse sie haben. Die Lesbarkeit und Nützlichkeit einer Prozesslandkarte hängen stark von der klaren Ausrichtung auf die Anforderungen der Zielgruppe ab. Um diesen ersten Schritt erfolgreich zu bewältigen, sollten eine gründliche Analyse der Stakeholder durchgeführt werden. Dabei sollte identifiziert werden, wer die Landkarte verwenden wird, sei es das Management, die Mitarbeiter, externe Partner oder andere Interessengruppen. Anschließend ist es entscheidend, die spezifischen Informationsbedürfnisse und Perspektiven dieser Nutzergruppen zu verstehen.

Contributions and informations from the subject matter expert is a compulsary to ensure all the information shared are correctly addressed

You can gather information in various way depend on your process, you can collect data hourly, daily, monthly or whatever suitable for your process, for example in process industry you can collect data from DCS data (historical or actual), logsheet data, BEP or SOM, vendor datasheet etc, collect all data as precisely as possible so you can understand what problems, opportunity to improve etc.

- Understand the existing problem or identify how X is being done/solved in the current process OR without a process - What are the primary data points available to you? (TAT, resource consumption, output quality, exceptions & edgecases)

Creating a clear and crisp SOP is a must which should be aligned with everyone including all the stakeholders and delivery POC's to avoid any confusions

Reúna informações: Coleta de dados relevantes sobre atividades, entradas e saídas dos processos a serem mapeados. Exemplo de Reunião de Informações para um Mapa de Processos: Ao mapear o processo de atendimento ao cliente em um restaurante, a coleta de informações pode envolver a identificação de passos-chave, como receber pedidos, preparar refeições, servir os clientes e processar pagamentos. Reunir dados específicos, como tempos de espera, feedback dos clientes e procedimentos operacionais, é crucial para um mapeamento preciso e útil do processo.

Es importante que cuando recopiles información respondan a varias preguntas que te ayudarán a encontrar información importante: ¿Dónde se realiza? ¿Cómo se realiza? ¿Cuándo se realiza? ¿Qué consideraciones se deben tomar en cuenta? ¿Existen restricciones?, ¿Cuáles son? ¿Quién lo realiza? Al responder estas preguntas, poco a poco encontrarás más información que ayude a definir un flujo de trabajo eficiente que te de la visibilidad de plantear mejoras.

A mí me resulta muy útil vivir el proceso , estar en la operación y observar cada detalle, recopilar datos , tiempos , herramientas utilizadas , canales de comunicación

One of my favorite ways of gathering data is the fly-on-the-wall approach. This is where one stays in one spot near the manufacturing line, and just observes. Initially, operators will be wary of you. The will do exactly what their operating manuals say, but stand there for long enough, you will become part of the furniture, and people will gradually do what they've been doing. This is the kind of information you want. You will be able to capture the real current state of the process, and any issues that aren't obvious to the staff.

Información que considero clave en este punto: input y output (tanto de información, documentos, etc), área y rol del responsable. Además para la recopilación de toda la información, una matriz es ideal, que traiga cada proceso, actividad, links de documentos, etc, más una columna que mencioné el status de esa actividad o proceso desde el punto de vista del experto.

Gather all info both documents,standard latest version which compliance in your process include history detail,experience in the past for capture in all perspective.

Start with a pen and paper. Plot out the skeleton of your process flow. Then add details Highlight what is currently unknown/undefined. Use tags/colors to signify variables

Beginning with a solid SIPOC analysis sets the foundation for effective process mapping. It's like creating a roadmap before you embark on a journey. Furthermore, I'd like to emphasize the significance of sticky notes in this process. They are indeed a game-changer. Sticky notes allow you to visualize and iterate on your process map with ease. Whether it's identifying bottlenecks, optimizing workflows, or involving team members in brainstorming sessions, sticky notes offer the flexibility needed to refine the process seamlessly. So, to all the process mappers out there, remember: SIPOC first, and sticky notes for the win!

Initially define the process flow, consider process inputs and outputs, streamline is better. Avoid unnecessary flow and movement.

Te recomiendo dibujar el proceso en el papel, usar ojala un gran papel pegado en la pared, en el que se se pueda hacer un diagrama de flujo en el que se grafiquen cada una de los pasos, se asocien los tiempos y los recursos requeridos y se pueda retar con todos los interesados su efectividad, de tal forma que se puedan optimizar las actividades para llegar al objetivo con los entregables deseados en el menos tiempo posible, con la calidad y el costo requerido, minimizando los riesgos.

Simplify your process map as much as possible. Boil it down to essential blocks and identify main routes. Complicated process charts will disable a large audience from contributing to your project.

Desenhe o mapa: Represente graficamente o fluxo de trabalho usando símbolos padronizados, mostrando a sequência e interações das atividades no processo. Exemplo: Início: Recebimento do pedido de compra. Análise de Requisitos: Verificação da necessidade, especificações e orçamento. Cotação de Fornecedores: Solicitação e comparação de propostas. Aprovação Orçamentária: Avaliação e aprovação do orçamento. Emissão do Pedido: Geração do pedido de compra ao fornecedor escolhido. Recebimento de Mercadorias: Monitoramento da entrega e conferência de produtos. Conferência Financeira: Verificação de faturas e processamento de pagamentos. Encerramento: Atualização de registros e arquivamento de documentação.

Para desenhar um mapa de processos, siga os seguintes passos: 1 - Identifique o processo que você deseja mapear e reúna a equipe envolvida. 2 - Faça um brainstorm de todas as atividades que serão envolvidas e determine os níveis de detalhes a incluir. 3 - Descubra os limites do processo e determine e sequencie os passos. 4 - Desenhe símbolos básicos de fluxogramas para cada passo e organize-os na ordem desejada. 5 - Use um software de mapeamento de processos, como o Bizagi, para criar e compartilhar seu trabalho.

Una ves recabada la información, podrás determinar un flujo a alto nivel en dónde detectes las entradas y salidas. A través de un diagrama se pueden mapear las actividades y tener una mejor visualización de quienes deben participar, cómo participan así como flujos adicionales que aún no se hubieran detectado.

Un flujograma que tenga como vertical las actividades con sus símbolos correspondientes y debajo de cada una, fuera del simbolo, rol/área, tiempos, input y output.

Mi experiencia y la forma de iniciar con el mapeo es ir construyendo el diagrama de proceso con n anotaciones y código de colores para indicar: documentación faltante, regla de negocio aplicable a la tarea, excepciones, indicadores, etc. Conforme voy avanzando voy refinando y modificando sobre el proceso hasta que queda totalmente estandarizado y sin falta de información.

Scenario building is a good way of pressure-testing your process. Define ranges of your known pain-points to assess the economic viability of your process, and ultimately your product.

As important it is to gather practical insights from the start, having a sounding board is the ultimate test of a good process map. A walk-through of the process with a focused group of all personas involved in the process not just strengthens the workflow but also brings insights and exceptions/variations from the standard process.

Validar o mapa: Revisão cuidadosa do mapa de processos com as partes envolvidas para garantir precisão, compreensão e identificação de possíveis melhorias.

“To understand how something works, figure out how to break it.” Nassim Nicholas Taleb. My three mantras when validating a map are the following: 1. Analyze the process backwards, meaning, start from the output to make sure that you have all the necessary inputs from the previous step 2. If the process works, break it. Ask people to share with you their worst experiences they remember when running the process, they will come up with tons of anecdotes that truly reflect process deviations, and most importantly, where control points are needed 3. Make process for dummies. Ask a person who is not the process owner, to dry-run your map. They will tell find all the dark areas with simple things as were to find login credentials for softwares

The validation phase is crucial for ensuring the quality and effectiveness of what was constructed. All sponsors and stakeholders need to approve and validate the version before initiating the implementation phase. The process map must accurately reflect reality, enabling the identification of numerous problems and bottlenecks for resolution. An action tracker or plan could be employed to transform these problems into opportunities.

Una vez definido el mapa de proceso, se debe hacer una corrida de escritorio, bajo diferentes escenarios para validar que responda a las necesidades de la organización y que se cuente con la estandarización necesaria (procedimientos, formatos, reportes, practicas, etc) para alcanzar los objetivos definidos.

Para validar um mapa de processos, é necessário verificar se todas as etapas foram documentadas corretamente e se não há inconsistências entre elas. Em seguida, é preciso validar o processo mapeado, ou seja, garantir que as ações serão executadas conforme o mapa. Para isso, é importante envolver os membros da equipe e outras partes interessadas que participarão do processo. Por fim, é possível fazer ajustes no mapa de processo, se necessário, e compartilhá-lo com a equipe.

Cross check and filter data which useful and correctly for mapping process. If some info unclear need to recheck or gather more info.

Una feliz estandarizado(bajo mi experiencia como AS-IS): 1.Revisar cuidadosamente el mapa(a veces pareces loco hablando solo pero es necesario explicarlo como si ya estuvieras con cliente) y si te queda duda busca la fiabilidad revisándolo nuevamente. 2. Una vez listo presentarlo a las partes involucradas es de suma importancia porque al final ellos son los expertos en el proceso.

Compartir los "borradores" para obtener feedback es primordial. Nosotros tenemos siempre una visión acotada y puede que no conozcamos la "historia" del proceso y estemos siendo redundantes en propuestas de mejora que ya se hayan aplicado

Evaluation or analyzing the map find outs improvement requirement, which is more apt to get the data from real driver of the process. It will dig out the breakdown & risk in the process, will save from failure in future.

Es sumamente importante en la etapa de recopilación de información, identificar a los participantes reales en los procesos y acercarse a ellos, en mi experiencia las mejores fuentes para la construcción y mejora de un proceso son las personas que lo ejecutan, ya que no siempre los lideres tienen el conocimiento operativo y profundo de las actividades en análisis, así como de las oportunidades de su mejora.

Una vez diseñado el proceso y probado, se debe socializar con todos los interesados, se deben asegurar las competencias de quienes lo van a ejecutar y el manejo de todas las herramientas requeridas. En caso de ser requerido algún ajuste para reducir riesgos, se debe realizar y nuevamente se debe socializar.

Analisar o mapa: Avaliação crítica do mapa de processos para identificar eficiências, ineficiências e oportunidades de aprimoramento.

Keep the things going , don't stop at minor road blocks, changes can be made at milestone or next spring / evaluation of process. Too much analysis may not be justifiable for its benefits vs costs...

Un mapa validado, no es un mapa olvidado, su revisión, análisis y actualización van de la mano con los objetivos de la organización y los cambios que el contexto puede presentar.

Para monitorar o mapa de processos, é importante definir indicadores de desempenho e estabelecer metas para cada etapa do processo. Em seguida, é preciso coletar dados e analisá-los regularmente para garantir que o processo esteja funcionando conforme o planejado. Se houver desvios, é necessário fazer ajustes no mapa de processo e implementar melhorias.

Es importante que el flujo se ejecute de acuerdo con lo definido. Comunicar de manera oportuna a todas las personas que participen dentro del flujo de trabajo, esto nos permitirá que los KPI's que se hayan definido brinden resultados que puedan ayudar a definir las mejoras que se le pueden realizar al proceso. Determinar los errores que se "tienen" y con ello se permita realizar las correcciones pertinentes.

Implementation is easy but having the right governance and monitor could be the most difficult part. For sure the right KPI’s should be used to understand if the process is going as expected. Feedback from the team members and stakeholders are also very important. In today’s world that we have more access to tools and data it should be used in our favor. Being more data driven organizations can support overall operations.

Process is living object that is changing and reacting to inputs. You have to stick to it and being able to react on changes. Result is the thing that you can work on.

Implementar, controlar y hacer seguimiento a las definiciones, nos permite actuar a tiempo frente una incidencia y aprovechar oportunidades que surjan o identifiquemos.

Asignar un responsable de mantener actualizado el mapa, garantizando una buena comunicación a todas las áreas involucradas y buena documentación. Los procesos no deben ser demasiado cargados de información, además de diferenciar un proceso de una actividad, no llevarlo a las microactividades ayuda a tener un panorama claro, pero se debe cuidar no caer en ser muy generales y dejar información suelta "cabos sueltos".

The first and most important step is to understand the end objective and audience of the map. Once that is clear, you’re better placed to define scope and weed out scope creep.

Identificação dos processos: Identifique os processos-chave a serem mapeados. Entendimento do escopo: Defina os limites e o escopo de cada processo a ser mapeado. Coleta de informações: Reúna dados relevantes sobre as atividades, entradas e saídas de cada processo. Desenho do fluxograma: Represente graficamente o fluxo de trabalho usando símbolos padronizados. Revisão e validação: Revise o mapa com as partes envolvidas para garantir precisão e compreensão. Documentação detalhada: Forneça informações adicionais sobre cada etapa, se necessário. Atualização contínua: Mantenha o mapa atualizado para refletir mudanças nos processos ao longo do tempo.

Es fundamental identificar, recopilar y mapear todos los 'artefactos' involucrados en los procesos, tales como herramientas, documentos y formatos. Estos elementos no están directamente relacionados con la actividad principal ni con el personal que la lleva a cabo. Esta práctica resulta invaluable al enfrentar actualizaciones de software o cambios en regulaciones que requieran la actualización de documentos, ya que permite identificar en qué actividad y proceso se utiliza cada artefacto. En mi experiencia, he creado un mapa detallado de los artefactos junto con su correspondiente codificación para vincularlo al mapa de procesos.

Seriously... who are the audience here? Top management? Customers? Or working group? The answers are so different for each target audience mentioned... so where is this heading? A change or just another project to checklist for the year?

One thing I've found helpful is to remember that not all process map readers are as expert in the map as you are. Consider who may have to read and interpret your work. This will guide you in the amount of detail or conciseness required each step of the way. Good Luck!

To go through the pair history of existing sucsessful running processes worldwide. In case being a new process the licensor pilot results to be studied in depth and gurantees to be well set and approved by the licensor.

Those are other topics to be considered on process mapping. Technology Integration Stakeholder Engagement and Communication Training and Support Risk Management Measuring Success

El diseño de procesos, como la calidad se asocian a través del mejoramiento continuo, aplicar el ciclo PHVA aporta valor y nos permite alinear los esfuerzos a la calidad.

I can highly suggest to involve the Starkholder and especially the Team as early and as deeply as possible. Explain the background, the root of the necessarity and the expected benefits. Listen to their remarks. Profit from different views, experiences and expertises. You should not just accept everything but discuss concerns and convince before Implementation. It is super important to get the committment of the people that having to work and live with the process. The process can be perfect but won't bring the success as intended if the people required in this process do not "live" this process or are even working against it because they feel omitted. Make them feel involved and responsible for the process so they do their best.