Process Mapping

A  simple  approach  to  improvement  

by  making  a  process  visible

An  article  by  Dr.  Mike  Bell  [Link].,  [Link].,  F.R.S.C.

Simple  Improvement  Ltd.
[Link]@[Link]
[Link]

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Process Mapping
A simple approach to improvement by making a process visible

1.  What  is  Process  Mapping?

All  work  can  be  described  as  a  series  of  individual  tasks  or  steps.  The   point  of  mapping   these  
steps   is   to   make   them   visual,   making   the   connections  and   feedback   loops  obvious,   with   the  
aim  of  improving  the  overall  process.

“If  you  can’t  describe  your  work  as  a  process,  you  don’t  know  what  you  are  doing”
W.  Edwards  Deming
 
Mapping   a   process   simply   entails   drawing  a   box  for   each  step  and   connecting   the   boxes   to  
show  the   Jlow  of  the  work.   An  example  makes  it  easier  to   see;  when  cash  machines  were  Jirst  
introduced,   the   banks   Jigured   out   quite   quickly   that   it   was   costing   them   lots   of   money   to  
replace  lost  cards.  Looking  at  a  process  map,  it  is  obvious  where  the  problem  was…

Process  Map  -­‐  Money  from  the  Cash  Machine

The  initial  sequence  of  steps   involved  getting  the  cash  out  of  the  machine  before   the  card  was  
returned.   Most  people   were   focussed  on  the  money,   so,   once   they  had  the  notes  in  their  hand,  
they  turned  away,   leaving  their  card  still  in  the  cash  machine.   Simply   by  reversing  the  order  of  
those   two   steps   solved  the  problem   -­‐   people  had  to   remove  their  card   before   they  got  their  
money.

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The   majority   of   organisations   need   nothing   more   complicated   than   a   basic   process   map.  
Although   there   are   many   more  sophisticated   variants   out   there,   this   article  will   stick   to   the  
process   mapping   within   the   Practical   Process   Improvement   (PPI)   program   and   based   on  
these  principles1 …

Logical  simplicity
Practical  tools  and  methods
Involve  everyone

Process   maps   become   useful   in   driving   improvement   when   they   are   simple   and   visual,  
allowing   everyone   to   understand   them   and   see   possible   ways   to   do   things   better.   In   my  
experience  it  is  best  to  start  with  a  simple   map  that  everyone  can  follow   and  use   that  to   build  
on  successive  layers   of  detail;  e.g.  value  stream   maps   show  not  just  the  process  steps  but   the  
material  and  information  Jlow,   along   with  the   people  required  at  each  stage.  Jumping  straight  
to   a   complex   map   (and   most   people   do   not   understand   value   stream   maps),   misses   the  
opportunity  to   involve  everyone  and  beneJit   from  their  ideas  for  improvement.  And  you  will  
Jind  only   a  few  cases  where  the  additional   complexity  is  needed.  Keeping  process   maps  simple  
leads  to  the  best  improvement  ideas.

1.1  The  30,000  foot  view

It  is  best  to  start  with  a  high   level  map  of  your  process.   Ed  Zunich   deJines2  this  as   the  30,000  
foot   view;   i.e.  imagine   that  you  are  in  a  plane  cruising  at  30,000  feet  and  are  looking  down  a  
the  ground  below.   You  can   see   a  town   all   the   way   down   there  but  can  only   see  the   general  
topography,   not  the   detail.  But  this   view  allows   you  to  focus  on   the  big  picture,   how  the  town  
is  laid   out,   where  the  railway  is   and  the  river,  the   main  roads  etc.  It  is  really  important   to  get  
this  overview  before  descending  into  the  detailed  view.
Start   by   drawing   out   the  30,000  foot  view   for   your   process.     Initially,   you  need  to   limit   the  
map  to  only  4-­‐7  steps.     Almost  everyone   is  tempted  to  add  additional  detail  but  it  much  better  
to  restrict  the  steps  to  7   at  the   most  (less  than  4  shows  you  very  little).   As   a  general  rule,   the  
best  people  to   map  and   improve   a   process  are  the   people   working   in   that  process   (not   the  
managers  or  supervisors).

There  are   only   3   symbols   used   in   a  simple   process   map   or  

Jlowchart…

An  oval  to  signal  the  start  and  stop  of  the  process
A  rectangle  for  each  process  step
A  diamond  for  a  decision

1Ed Zunichʼs PPI (Practical Process Improvement) program, see [Link] and
[Link]
2 See PPI 2020 p96 by Ed Zunich for more information on flowcharts
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Here  is   a  simple  example  of  a  30,000  foot  process  map,   showing  how  to   boil  a   couple  of  eggs  
for  breakfast...

30,000  foot  Flowchart  -­‐  Eggs  for  Breakfast

1.2  The  500  foot  view

Once  you  have  completed  the  30,000  foot  view,  it  is   time   to  tackle   the  more  detailed  view,   the  
500  foot   process   map.   The  concept   is  that  you  strap   on   your  parachute  and  jump  out   of   the  
plane,   descending  down  to  the  500  foot  level.  Now  you  can  see   a  lot  more  detail.  You  can  see  
the  houses   in   the  town,  the  streets,   the  intersections,  the  cars,  some   people  etc.  Having  gained  
the   overview,  you  can  now  understand   how  people  would  get   to  the  railway   station  or  cross  
the  river.  However,  it  is  critical  to   stay  at  the  500   foot  level   and  not  to  descend  down  to  the  1  
foot     view,  where   the  level   of   detail   is   overwhelming.   Continuing  the   analogy,   this   would  be  
like   crashing   down   in   your   parachute   into   a   small   forest   on   the   edge   of   town,   where   you  
literally  could  not  see  the  wood  from  the  trees.
Usually   the   folk   who   know   the   process   can  map  the   30,000   view   while   sat  in   a   training   or  
meeting   room,   after   all   it   is   only   4-­‐7   steps.   However,   once   you   descend   into   the   detail,  
mapping   becomes   much   easier   if   the   team   goes   and   walks   the   process,   talking   to   the  
individuals  involved  in  running  it  and  tries   to  Jind  out  how  things   actually  operate.   The  idea   is  
to   map  the  process  as  it  is   currently,  warts  and  all,  not  how   we  would  like  them  to  be  or   the  
sanitised  version  written  into   the  standard  operating  procedure.   Once  all   of   the  information  
has  been  collected,  get  the   team   together  around  a  large  empty   wall  space  and  have  plenty  of  
Post-­‐it   notes   to   hand.   Mapping   at   the   500  foot   level   takes   quite   a   bit   of   time,   so   it   may   be  
necessary  to  break  it  down  into  sections  and  give  the  team  plenty  of  breaks.

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Here   is  a  500  foot  view  of  the  same  eggs  for  breakfast  process  that  was  shown  at  30,000  feet.  
There  is  a  lot  more  detail,   but   not   so  much  that   the  process  is   hard  to  follow.  This  type  of  view  
is  commonly  used  in  procedural  training,  particularly  for  workers  new  to  a  process.

500  foot  Flowchart  -­‐  How  to  Boil  Eggs  for  Breakfast

There  are  a  couple  of  ways  to  move   from  the  30,000  foot   view  down  to  the   500  foot   level.  You  
could  just  map  the  entire  process  at  500  feet  or  you  could  map  each  of  the  30,000  foot   steps  at  
500   feet.   Both  ways   work,   but   you   may   Jind  one  better   in   one   situation,   whereas   the  other  
approach  works  in  a   different  process.   Using  Post-­‐it   notes   allows  changing  between  the   two  
without  too  much  additional  work.  Taking  photos  at  regular  intervals  allows  you  to  look  back  
and  see  how  the  Jinal  view  developed.
1.3  Deployment  Flowcharts
It  can  be  useful  to   transfer  your  500  foot  basic   Jlowchart  onto  the  swimlanes  of  a   deployment  
chart.   This   adds  a  little  more  complexity   but   does  give  a  different   and  often  useful  view.  Select  
the  parties   responsible   for   the  steps   in  the   process;  this   can  be   individuals,   departments   or  
even  including  the   supplier  and  customer.  Draw  lanes   for  each   grouping,   either  horizontally  
or  vertically,   and  simply  move  the  task  into   the  correct  lane.  Joining  the  tasks  together   shows  
the  Jlow  of  the  work  from  one  area  of  responsibility  to  another.

Here  is  a  supply  chain  for  apples  mapped  using  a  deployment  Jlowchart..

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 Deployment  Flowchart  -­‐  Apple  Supply  Chain

1.4  RACI  Charts

A   further   layer   of   detail   can   be   obtained   by   drawing   up   a   RACI   chart,   showing   who   is  
Accountable,   Responsible,   Consulted  or   Informed.   First,   list   the   tasks   down   the   side   of   the  
page,   mirroring   the   order  from  the  500   foot   Jlowchart.   Then  along  the  top  of  the  page   list  all  
the   possible   job   functions   involved   in   the   process,   including   suppliers,   customers   and  
management,  as  appropriate.  Completing  the  RACI  chart  should  be  done  as  a  team  activity  and  
does   take  some  time.  For  each  task  the  team  needs  to   decide  who  is  Accountable  (one  person  
only,   the   buck   stops   here),   Responsible  (who   actually  does  the   task,   can  be   several   people),  
Consulted   (prior   to   the   task   being   done)   and   Informed   (told   speciJically   about   the   task,  
everyone   gets   general   information).   This   can   be   a   very   valuable   exercise   in   building   team  
consensus  and  clarity  around  the  work  they  do.
At   the   end   of   this   process   mapping,   everyone   will   have   a   clear   overview   of   the   process  
(30,000  foot  Jlowchart),   the  detailed  steps   (500  foot  Jlowchart)   and  the  responsibilities   of  all  
roles  (deployment  Jlowchart  and  RACI  chart).

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2. Aim  of  the  System
The  mapping   exercise  gives  a  good  picture  of  how  the  processes  are  operating  at  the  moment   ,  
the   warts   and   all   view,   and   provides   an   excellent   starting   point   for   process   improvement.  
Every  system  should  have  an  aim;  i.e.   what  is   it   trying  to  achieve.   Write  this   down  in  simple  
terms  that  everyone   can  understand  (avoiding  nonsense  terms  such  as  shareholder   value  or  
customer   excellence  etc.).   Then  get  the   team  to  assess  the   process   against  this  aim.   If  this   is  
the  Jirst   time  the  end  to  end  process  has  been  mapped,   it  will   look  like  a  mess.  Do   not  worry,  
all  processes  get  this  way   over  time   simply   through  entropy.   It  is   no-­‐one’s  fault,  so  do  not  be  
tempted   to   criticise   individuals.   Look   at   the   convoluted,   tangle   Jlow   as   an   opportunity   for  
improvement
2.1  Strategic,  Core  and  Support
Up  until  now,  we  have  considered  only   a  single  process.  However,  an  organisation  should  look  
at   all   their   processes  and   see   how   they   link   and   interact,   to   ensure   correct   prioritisation  of  
limited  improvement   resources.   Also,   any   gaps   or  overlaps  in  the  processes  become  obvious.  
It  is  helpful  to  categorise  the  processes  and  into  Strategic,  Core  or  Support.

An  organisation  would  have,  typically,   between  5  and  10   processes.  If  you  come  up  with  less  
or  more  than  that,  it  might  be  worthwhile  revisiting  the  list.
3. VariaKon
All   processes   exhibit   routine   variation.   It   does   not   take  the   same   amount   of   time   to   get   to  
work  each  day,   due  to   the  weather,  slow   vehicles,  road  works,  trafJic   lights  and  a  whole  host  
of  other  possible  reasons.   Therefore,   the  commuting   time   is   variable.   And   this   is   true  for   all  
the  processes  that  we   use  at  work.   It  is  very  useful  to  capture   and  show  this   variation  on   the  
process   maps  and  we  do   this   by  recording  the  times  for  each  step.   For  example,   the  time  to  
approve  a  document  can  be  1  hour  but  sometimes   takes   3  days.   This   highlights  an  opportunity  
for   improvement.   What   do   we   need   to   change   to   ensure   that   document   approval   always  
happens  in  one  hour?
This   is  an  example  from  a   PPI  project  team   looking   at  urgent  blood  tests  from  an  Accident  and  
Emergency   ward   (Currently,   urgent   blood   tests   take   too   long).   Looking   at   the   30,000   foot  
Jlowchart  we  can  see  immediately  where  some  of  the  issues  are.

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 Doctor defines Request for patient
test information

Boundary

Sample request Specimen drawn Deliver specimen 18-128

form from patient to lab minutes

6-9 mins 3-8 mins Total

67-300 mins

Results received 30-65 minutes

10-90 mins Lab testing
in ward

Boundary
Clinical decision based
on test results

30,000  foot  Flowchart  -­‐  Urgent  Blood  Testing

The  variation  in  the  delivery   time   of  the  blood  sample  to  the  testing  lab  is  between  18  and  128  
minutes.  Highlighting  this   variation  so  visually  on  the  process   map   makes  it  easy  for   process  
teams  to  see  these  improvement  opportunities.
Therefore,   the   recommendation   is   that   all   process   maps   should   show   this   time   variation,  
where   possible.   But   remember   that   process   maps   represent   the   current   state,   so   go   to   the  
work   area  and  capture  the   actual   times  (not  some  idealised  timings  from  an  SOP).   Talk  to   the  
people  carrying  out  the  process,  explain  what  you  are  doing  and  ask  them  to  record  the  times  
for  you  (standing  with  a  clipboard  and  a  stopwatch  will  make  anyone  nervous!).
It  is   often  easier  to  add  the  times  to  the  30,000  Jlowchart  by  adding  up  all  the  individual  times  
from  the  500  foot  chart.
Value  Added  Work  and  Waste
In  addition  to   the  timings,  each  step   should  be  marked  as  value  added  (green)  or  waste  (red).  
The   concept   of   the   7   Wastes   comes   from   the   Toyota   Production   System   (TPS)   and   is   a  
fundamental   part   of   lean   thinking.   An   easy   way   to   remember   all   7   is   to   use   the   acronym  
TIMWOOD…
Transport  involves  moving  things  or  information  around.  This  could  be  
blood  test  samples  in  a  hospital,  or  loaves  of  bread  in  bakers  or  electronic  
customer  orders.  Reducing  this  waste  can  be  achieved  by  moving  work  
areas  closer  together  or  reordering  steps  in  a  process.
Inventory  is  found  not  just  in  the  warehouse,  but  also  in  desk  drawers,  
computers  and  all  the  way  through  any  process.  As  a  general  rule  of  thumb,  
everyone  stores  excess  inventory.  And  someone  will  insist  thatit  is  counted,  
re-­‐valued  and  obsolete  items  disposed  off.  The  customer  does  not  want  to  
pay  for  this.
Motion  is  a  people  waste.  It  involves  walking,  turning,  reaching  for  things  
and  while  many  of  these  movements  may  seem  small,  they  add  up  to  
something  very  signiJicant  over  a  day  or  a  week  or  even  a  year.  The  concept  

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 is  to  supply  what  ever  it  is  that  people  need  in  a  process  directly  to  their  
Jingertips.
Waiting  hardly  needs  any  explanation.  But  remember  that  it  is  most  often  
not  the  people  that  wait,  they  are  very  busy,  but  material  and  information  
waits.
Overprocessing  is  doing  too  much  and  usually  a  sign  of  lack  of  trust  in  a  
process.  Incoming  goods  tests  are  done  even  though  the  sample  was  made  
by  another  part  of  the  company  and  they  did  a  test  before  despatch.  The  
form  has  5  signatures  for  approval.  A  manager  has  to  release  this  particular  
batch.
Overproduction  is  making  too  much  or  making  something  too  soon.  This  is  
the  worst  waste  of  all  because  it  generates  many  of  the  other  wastes.  If  
more  is  produced  than  is  needed  right  now,  then  you  have  to  move  it  
somewhere  and  store  it  and  probably  count  and  test  it.  However,  this  is  
probably  the  hardest  one  of  the  7  Wastes  for  people  to  accept.  How  can  it  be  
a  problem  to  get  ahead,  do  things  early  because  we  will  need  them  later?
Defects  are  things  that  the  customer  does  not  want  and  generates  rework  
or  scrap  –  very  expensive  in  any  process.

For  a  step  to  be  value  added,  it  must  pass  all  three  of  these  tests…
1. The  customer  is  willing  to  pay  for  it
2. The  item  being  worked  on  physically  changes
3. It  is  done  right  the  Jirst  time
Here  is  the   urgent  hospital  blood   process   map  at  the  500  foot  level   and  the  quantity  of  steps  
coloured   red   show   the   amount   of   waste   in   this   process   and,   hence,   the   opportunity   for  
improvement.
Y Y N
Sample request Pholobotomist Take blood Attach sample Porter Other samples Find sample
form (paper) available? sample tube to form available? ready? container

N N
Y
Collect other
Find nurse to take Put out tanoy call
samples and
sample for porter
paperwork

N Receptionist logs Wait for lift

Apply label to Print bar code Place samples in Take lift to Take samples
Sample urgent? sample into lab (no samples by
sample and form identifying labels reception bucket basement down to lift
computer stairs)

Wait for analyst to

collect samples

Y
Urgent and non-
Analyst exits lab to Check samples Check which test Separate out Centrifuge
urgent samples Centrifuge sample
check for samples against computer is required urgent samples required?
enter lab
Wait for analyst to
collect samples
N

Take sample Remove sample Prepare sample

Sample results Print off results Results recorded Collect batches of
result print out for tubes from Run blood test and inject into
wait for checking from LIMS in LIMS computer similar samples
authorisation analyser analyser

Lab Supervisor Analyst moves Y

Lab Supervisor Approved print off Porter Porter carries print Test result goes Test results wait to
checks results and print off to
updates LIMS put into out-tray available? out back upstairs into ward in-tray be picked up
signs print out reception out-tray

Put out tanoy call

Key for porter
Call lab to clarify N
Waste results

Nurse takes test Test results

Doctor checks Nurse leaves ward
Results clear? results and goes entered into
results to check in-tray
Value Added to find doctor patient record

Clinical decision made Y

based on test results

500  foot  Flowchart  -­‐  Urgent  Blood  Testing

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4. Metrics
It  is  critical  to  measure  the  performance   of  your  processes,  to   check   that  everything  is  running  
well  or  to  track  improvements.  KPI’s  are  preferable  to  KRI’s…
KPI  -­‐  Key  Performance  Indicators   give  information  in  real   time  about  the  process;  
e.g.  new  sales  orders  for  export
KRI  -­‐   Key   Results   Indicators  give  information  about  how   things  ended  up  and  are  
often  an  amalgamation  of  several  different  factors;  e.g.  proJit
5.  Step  by  Step  Guide

Gather  lots  of  Post-­‐it  notes  and  book  a  meeting  room  with  plenty  of  free  wall  space
Assemble  a  team  of  people  who  are  familiar  with  the  process
Outline  the  mapping  process  and  the  three  symbols  used
DeJine   the   aim   of   the   system   (this   could   be   the   Mission   Statement   for   the  
organisation)
Prioritise  the  processes  to  map  at  500  foot  level  (this  can  take  a  lot  of  time)
Add   the  times   to   the   Jlowcharts   and  mark   the   value   add  and  waste   steps   (green  
and  red,  respectively)
DeJine  metrics  for  each  process,  preferably  KPI’s

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Remember   that   the   aim   of   making   a   process   visible   to   everyone   is   to   drive   improvement.  
Therefore,   the   Jinal   stage   is   to   identify   problems   within   the   process   maps   and   establish  
project  teams  to  solve  those  problems.

 6.  Mistakes  Made

Too   detailed,   too   early   -­‐  start  with  the   30,000  foot   view,   in  4-­‐7  steps,   and   do  not  
move  on  until  you  have  agreement  that  this  represents  the  process
Mapping  what   you  want  to  see  -­‐   it   is   critical   that  the   process   map  represents  the  
current   situation,   not   some  idealised   view   or  what  is  written  in  the  procedure.  So  
talk   to   the   people   involved,   get   their   input   as   to   what   really   happens.   It   is  
impossible  to   map  a  process  correctly  from   a  meeting   room  (you  might  get   away  
with  this  at  the  30,000  foot  level,  but  not  at  500  feet)
Leaving   Post-­‐it  notes   on   the  wall  and  assuming   that  they  will  still   be  there  in  the  
morning.   Post-­‐its   are   not   sticky   and  have   a   habit   of   falling   off,   so   take   plenty   of  
photos  at  every  stage  in  the  mapping
Creating   an   electronic  version  of  the  maps  and  failing   to   post   these   where  people  
can  see  them  -­‐  anything  in  a  computer  is  hidden
Failing  to   drive   improvement  -­‐  process   mapping   takes   time  to  complete,   but  this  
will   be  wasted   unless  the   maps  are  used  to   highlight  areas   for   improvement  and  
action  is  taken

7.  Summary
Keep   process   mapping   simple   and   visual   and   it   can   be   a   catalyst   for   improvement   in   any  
organisation,  any  work   environment.  It   is   probably   the  best   way  to  engage  a  team   and  make  
sustainable  improvements.   All  a  leadership  team  has   to   do  is  map  the  process  at   30,000  feet  
and  ask  their  teams   to   map  the  detailed  view   at  500  feet.   Reviewing  the  results  and  deJining  
the  areas  of  opportunity  are  made  much  easier  by  the  simple  view,  meaning  that  beneJits  can  
be  realised  very  quickly.  A  small  investment  of  time  can  afford  incredible  results.

Dr. Mike Bell runs Simple Improvement Ltd. a continuous improvement training
and coaching business based in Scotland. He uses Ed Zunichʼs Practical
Process Improvement (PPI) program to help organisations establish a simple
continuous improvement system where they can realise quick results and build
an in-house capability to train and coach their own staff.

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