Wie können Sie den Ist-Zustand eines Prozesses durch Prozessabbildung genau widerspiegeln?

One thing I found helpful in addition to the scope, purpose and SIPOC (supplier -input - process - output - customer) considerations is to have three swimming lanes while mapping a process: 1- information flow 2- material flow 3- process flow

I think VSM (value stream mapping) is the best way to find out the current state of your process. Which will allow you to know the VA VE NVA activities. It makes your life easier because you can calculate cycle time and process lead time. Thanks 🙏

First step is always crucial in defining any new idea, work, or project. So put first thing first, and we must begin with the end in mind. Borrowing Dr. Covey terminology, I emphasize of developing roadmap, which we say 'Scope', in such a way that each member of team should know clearly the purpose and path of the job, work, or project. They must know the end of their journey, their future, and destiny. Define scope and roadmap in clear words, no jargons, no unnecessary idioms, or bouquet of words which takes the team to a metaphoric world of unrealistic goals and objective. Less words, and meaningful statements are heavier than speeches and essays.

To accurately reflect the current state of a process through process mapping, follow these steps: understand the process, identify the scope of the map, collect data, create a flowchart, and validate the map with stakeholders. This ensures accuracy and provides a basis for identifying areas for improvement and optimizing workflows.

During my time as a consultant I really learned to ground and grind the process together with the persons responsible for it's success. Any process developed by "Process Monks" in the chambers of the Process Monasteries are highly likely to fail, whereas a process where You have got operational people involved in the SECI-process of the process development will more likely succeed. This of course also builds upon the existence of a strategy which tells point 1. Defining the scope and purpose for the Unit.

One thing that I found helpful while doing stakeholders management analysis is to ensure those who are actually running the process to be there as small steps matters, also to keep the process map on the wall for sometime to allow the team to validate and evaluate the process.

Una manera interesante de definir la trazabilidad de un proceso es a través del establecimiento inverso de las actividades. En este, el objetivo final del proceso funge como el primer paso. Una vez establecido, se definen uno a uno los paso que permiten llegar al objetivo. Por ejemplo, para crear un proceso de atención telefónica, supongamos que el objetivo es resolver dudas de usabilidad del producto. Previo a dar soluciones al cliente la tarea a realizar podría ser preguntar el modelo del producto para el cual se requiere orientación. Y antes de solicitar el modelo del producto, sería tomar la llamada y preguntar la localidad desde donde se comunica el usuario. Este método permite iniciar a partir del objetivo final del proceso.

One crucial element to add in a SIPOC or an L1 process map is the level of control you have over the process. Defining the level of control to affect change to the process at this stage helps you identify the scope more clearly and also clearly align the expectations for a future process change feasibility with other stakeholders.

Keep in mind that the purpose of mapping a process is sometimes to change it or propose alternatives. Automated tools can read and document information, but your human perspective is most valuable in mapping different versions and ways to simplify or add new outputs (or stakeholders, materials, etc.) to a current process. Practically, that means you can generate parallel documents, sheets, or diagrams to test while documenting the existing problem.

In my experience, the client sometimes doesn't know the scope. Sometimes the client isn't even process-oriented. Just ask them about their key objective.

I find workshops invaluable at this point. There is almost always unknown steps or handoffs or undocumented changes to processes that are discovered when stakeholders get together to work through the process.

A la hora de recopilar información, es imprescindible hacer uso de las grandes bases, pero también de los pequeños datos. Estos últimos actúan como eslabones que conectan y dan sentido a la información macro. Sin ellos, la interpretación se ve mermada provocando sesgos y limitaciones a la hora de decidir y actuar.

The way I do process mapping is a bit consultative. I really focus on data gathering. - Ask the client for any documentation that they have (sometimes this comes in a video form or even doodle) - I review the documentation to understand the process as much as I can. - Process discovery meeting with client: they describe the process to me the way they understand it - I then map this out in a flowchart and confirm with them if this is how it should flow - We then convert it to a ClickUp workflow lmao (actually it depends on what the client needs which also unravels during the process discovery meeting)

There are many software that support this. like SAP and Signavio. Choosing a good tool is if essence not only for data collection but process mapping in general.

Have the right people in the room. Not those who think they know o the process works, or should work, but those who do it day in day out. They are the only ones who will be able to tell you true process and help you understand where issues exist and the process can be improved.

It has always been helpful to me to ask about the history of processes and the decision tree leading down to specific choices. A complex process is usually a living documentation of a company or team's experience, the technology involved through time, and the personal background of the stakeholders. For example, a company that started working with 2D design tools may have chosen an excessively descriptive way to create material ordering, because the previous manager's (who may no longer even be there) preferences were against updating the procurement system to support more automation for current 3D design. Ask about and separate what is a personal choice, a team's best practice, and a company rule, and why.

No en todos los casos hay información previa de la cual partir, por lo que es muy importante la experiencia de los colabotadores que ejecutan las actividades. Yoc reo que el que algo no esté documentado no exhime su ejecución. Partiendo de enrtevistas con las personas especializadas podemos tener un esbozo general del proceso. Es importante no quedarse solo con la vision de una de las partes, hay que tomar la perspectiva de varias personas que participen a lo largo del flujo del proceso a validar para poder tener y mapear desde una visión holística.

For formatting, it depends on the purpose of the documentation. If it's only for the company, a process map/flowchart would be enough. In the case of ISO certification, that's a totally different use case. I recommend getting the help of professional SOP writers.

Es importante establecer formatos estándar para el mapeo y formalización de los procesos. Eso nos permite podr controlar los documentos soporte de manera más clara. Trabajar de manera homologada y poder brindar una mejor comprensión a todos quienes vean el flujo.

I use different techniques based on the complexity of the organisation and the complexity of the task. When there are many people in a process improvement division, it's better to adapt a common process mapping notation. Otherwise it will take time for other analysts to grasp the work another analyst had done.

Depending on your requirements, you should start with the Highest level of information display and provide more detail progressively. Example: Having multiple levels of document for a process: Level 1- SIPOC Level 2- Process Flow (Swinlanes) Level 3- Process Description

A process can be broken down into sub-processes, activities, tasks, and so on. Every step in a process can be diagrammed as a process in itself. Before starting, discuss with your stakeholders how many layers make sense for your project.

When trying to capture a current state process stay focused on what stakeholders are doing now and resist the tempation to start making process improvements during mapping. Keep a log of improvement ideas to come back to once the accurate current state is captured. This avoids getting off topic or making premature changescbefore the whole story is known.

Stick with the process that you do 8 times out of 10. Once you have that solidly mapped then you can move to the exceptions. Ensure who ever is mapping this can manage the group as it can easily go off on tangents thinking about the exceptions rather than looking at the core standard process

Depending on the use case, you might have to go granular but sometimes the big picture is enough. If you really want the system to take care of the operations, go granular.

A criação de um fluxograma mais simples ou complexo depende da complexidade das regras que são refletidas pelo produto. Com a visão geral do projeto em mãos, se houver a necessidade de se ter uma visão macro anterior, diagramas de afinidade, mapas mentais ou até mesmo uma jornada macro as vezes é um bom ponto de partida para antes mergulhas nas minúcias de um fluxograma e seus micro processos.

La mejor manera de validar la eficiencia de un proceso es mediante la puesta en marcha en mundo real, con usuarios reales bajo escenarios de todo tipo. Desde circunstancias recurrentes hasta momentos atípicos. Este proceso de pruebas en firme debe llevarse a cabo de manera controlada y a nivel micro, es decir, en un grupo reducido o específico de usuarios. Conforme el proceso muestra la forma en la que las personas interactúan con el, es posible realizar mejoras y actualizaciones de fondo.

Os participantes desse mapeamento são os usuários envolvidos no dia a dia do processo (key users). Nesse contexto, uma boa prática é solicitar ao executor do processo que relate como executá-lo, evitar apresentar as dificuldades ou sugestões para o proсesso. por fim executar o processo em forma de texte.

It all goes back to how the process map was created. It has to be consulted with process owners. The mapping and documentation should be verified by process owners every step of the way. AND ALWAYS DO AN AUDIT - processes do evolve.

Em Design, quando trabalhamos com qualquer artefato, sempre fazemos em colaboração não só entre designers mas também com times de negócio e tecnlogia. A criação do fluxo de processos sendo feita em grupo já apoia a validação "interna" (da empresa) e "corta" muitos momentos de "checagem" posterior. Um ponto importante é colocar sempre qualquer modelo à prova diante de quem utilizará e se beneficiará do processo, ou seja, os usuários desses processos.

Por mi experiencia se que es una parte que puede poseer muchas iteraciones sobre todo cuando los procesos muchas veces no estan claramente definidos o son protegidos por el personal, recomiendo llevar documentacion de las charlas y entrevistas del mismo.

Ensure this is not a one time process. You must repeat it regularly to see if changes have improved or if new challenges arise. You must also think about the processes as part of a system, they do not work in isolation so you may begin to need to think about mapping other areas to create a fuller picture

É de extrema importância que os processos sejam constantemente monitorados e revisitados. A frequência dependerá muito do momento em que a instituição se encontra e do quanto ela evoluir e se altera ao longo do caminho. Outro ponto importante é que esses processos estejam claros para todos os envolvidos e interessados, estando visível a todos.

A Process map helps all who are a part of and contribute to the process to see how they fit in and contribute to the process  output and outcomes. Sub process owners rarely get to see the big picture. Therefore, Its important then when  creating a process map to speak to each sub process owner. This combined with observations  is a sure win when creating accurate current state process flow charts. Not only will all have a better understanding of the process but it will easily highlight gaps in the process that needs to be addressed. Also to note is that process maps are not static and therefore should be reviewed and updated as changes are made to the process and at a minimum annually.