Process mapping is a methodology used in the planning and management of companies and departments. Thanks to its versatility, it can be used in organizations of different segments and sizes.
Using a map — also called a flowchart — the manager is able to visually describe the work flow, establishing who is the employee responsible for each task, structuring and organizing the events that follow to produce the final result.
In this article, we have six practical tips that will help you develop process mapping, helping your business achieve high levels of operational efficiency. Check out!
- Define the organization’s objectives and which processes will be mapped
The first step in preparing a process mapping is defining the organization’s objectives and which processes will be mapped.
In any organizational planning, the starting point always depends on an analysis and a broad understanding of the demands of the business, the context in which it is inserted and the goals you want to achieve.
Therefore, define the company’s objectives and evaluate how process mapping can help achieve these objectives. Then, list all the sectors involved and the processes that will be mapped.
- Appoint process suppliers
Process mapping can be defined as a type of management tool as it favors the adoption of best practices within a business.
After establishing what the organization’s objectives are and which processes will be mapped, the second step consists of identifying the suppliers of these processes.
And, when we talk about suppliers, we are not referring to companies or service providers that serve your company by providing products or services. Here, the professionals responsible for initiating a demand are called suppliers.
In this sense, the first stage of the flow is the definition of the responsibility of these suppliers. If you are revalidating a process, this step will help you identify whether the supplier is truly capable of performing its tasks or whether it needs to be replaced.
On the other hand, if it is a new process, this will be the stage in which the manager will choose who will be responsible for starting the process.
When choosing a professional, give preference to people with a proactive profile, who have a good understanding of the process and an interest in learning.
- Identify what the process inputs are
Once the suppliers have been identified, it is time to define the process inputs, also called “inputs”. These entries refer to the moment a demand is created and the process begins.
When entering a process you need to follow a logic, that is, for execution to occur, it is necessary to create management rules and a briefing.
As this is input and considering that you will map the entire process, take advantage of this moment to identify which triggers will trigger the following actions.
- Define the elements that make up that process
Now, the next step consists of identifying all the elements that will make up the process being mapped. From the input you must identify:
- what tasks will be performed throughout the process;
- Who are responsible for each task?
If the manager is promoting the restructuring of an existing flow, he can design this flow and, based on it, evaluate actions that can be included or rethought to improve the process as a whole.
Process mapping is a strategy that contributes to the development of best practices within the business, encourages better performance in team management and stimulates the company’s growth.
- Identify process outputs
In the fifth stage of mapping, we reach the exit of the process. This is the moment when the mapping is closed/delivered.
As important as the input, the end of mapping is the finish line of the process. Establishing this line allows you to have a vision of the extent of the process, how many phases there are, who everyone is involved in and how much time is needed for its complete execution.
A mapping will only be complete if it has a beginning, middle and end. The size of the map is not that important, as long as it is dynamic and includes all the actions necessary for the perfect execution of the process.
- Document the process
Finally, after completing the complete process mapping cycle, the manager must check who all the executors are and their responsibilities. Everyone involved needs to have access to the document and know their share of participation in the tasks.
Therefore, after mapping, the company needs to document all stages, activities, responsible parties, inputs, outputs, customers and suppliers.
The document must be shared with the team, who must receive all guidance and clarify any doubts before implementing the changes.
As you have seen, process mapping is a mechanism that can be used by companies of all sizes. With attention and focus on the company’s needs and understanding opportunities for improvement, it is possible to promote productivity, the quality of processes and the search for excellent performance.
To map processes, start by identifying the problem, then discuss all the activities involved, define those responsible, identify the input and determine and sequence each step.
Once the mapping is complete, don’t forget to review it and share the information collected and organized with the entire team. It is super important to share this knowledge and bring it up for discussion before implementing the process map, since the team and those responsible involved need to be aligned.
Once implemented, remember to monitor the progress of the process, assess any difficulties and the need to implement improvements. The process map can be changed whenever the manager identifies opportunities for improvement.