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Last Updated : 2020-10-31 10:47:07
A broad assortment of process mapping programs are in use, and the variety of output generated by each varies greatly. Because we are usually required to map business processes where past efforts have been disappointing, we consult on the core principles of process mapping and the essential elements of a useful process map. Out of this requirement, we have developed the following questions that a user should be able to answer when reading a process map.
Who owns the process - In most organizations, the organization chart gives a hierarchical structure of management responsibilities and accountability. In contrast, workflows horizontally, through business processes that cross those vertical boundaries. Effective management of work is defined by individual ownership of those processes. The process owner is allotted a particular process and is responsible for process development, analysis, and continuous improvement.
What is the SIPOC of the process and the improvement plan - SIPOC defines its main purpose, input, output, customer, and supplier. Best-practice organizations understand and align customers with their internal processes and ultimately meet the needs of their external customers. Process improvement plans identify process improvement opportunities, relative importance, and priority as well as tasks, time, and responsibility.
Who is the chief customer of the process - The value proposition should tell the client whatever the method works, the clarification given by the process, and the net profit set by the client. The primary goal of any process is to deliver a better value proposition using the most effective method.
How does technology fit in the process - How a process uses technology is an important consideration in both the efficiency and effectiveness of a process. Dramatic process improvements are often due to better technology upgrades.
What activities of the process are wasteful - Value-added functions are tasks for which the customer is willing to pay. Essential process analysis identifies value, limited-value added, and non-value-added functions within the process. Typically, the initial value-added ratio is less than 10%.
Conclusion - Process-based management presents a compelling standard for enhancing organizational administration. The underlying foundation for successful process-based management is a business process map that answers the questions needed to define, manage, and improve processes within a limited system. When creating your next process map, try to answer these essential questions.
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