The ULTIMAte Guide to Business

PROCESS MAPPING
Process Mapping is the core component of Business Process Management. It is the best
way to capture your business processes, so that you can share, use and improve them.
Triaster have been refining our process mapping software and services for over 20 years
and there is not a lot we don’t know about it.

In this Ultimate Guide to Business Process Mapping we share our knowledge with you,
including how process mapping is the first step to Continuous Improvement.

If there is anything else that you would like to ask about Process Mapping , or if you
would just like to speak with us, please call us on +44 (0) 870 402 1234 or e-mail us at
info@[Link] – we would love to hear from you.
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Chapter 1
What is Process Mapping? Page 3

Chapter 2
Understanding Process Mapping Page 6

Chapter 3
The Key Components of Process Mapping Projects Page 10

Chapter 4
Process Mapping Tips and Tools Page 13

Chapter 5
How to Process Map – a Step-by-step Guide Page 16

Chapter 6
Using Triaster for Continuous Business Improvement Page 18

Contents
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Chapter 1- What is Process Mapping?

Process mapping is an exercise undertaken to capture process data in

diagrammatic form for the purposes of business process improvement. What is Process Mapping
[Link]
The aim of process visualisation (mapping) is to capture the current business is-process-mapping-who-does-it
process as it is currently being performed and create a step-by-step layout of
all the process steps. From here, improvement opportunities can be identified
so that at a later time, change can be implemented.

A process map will typically:

• Describe the flow of materials, information and documents

• Show the tasks contained within the process
• How a specific task transforms inputs into outputs
• Show decisions that need to be made along the chain
• Demonstrate the relationship between process steps (using symbols/shapes); and reminds us that the
strength of a chain depends upon its weakest link

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Why Use Process Mapping?

The most crucial ongoing activity in any business is to identify three states within the business:

• Where are we now?

• Where do we want to be?
• How do we transform from where we are now to where we want to be?

By keeping an eye on these three questions, an organisation can constantly re-evaluate their efforts and
whether those efforts are leading them to desired outcomes.

Just like it would be difficult to find a destination without a map, a path and road markers, it is difficult to
reach improvement goals without process mapping; also, just as multiple factors help a traveller to find a
destination (map, path, road markers), so too does process mapping include symbols and connectors to
help an organisation visualise the entire process journey step-by-step.

The map of an organisation’s current state forms a simple and accurate picture of current operations and
offers insights into how to reach greater efficiency gains - which is why this is one of the best return on
investment activities an organisation can take up.

Why Use Process Mapping? Or Why Map Processes?

[Link]

This then allows an organisation to:

• Evaluate improvement opportunities

• Implement a standard way of working throughout the company (meaning that employees will
perform a process the same way)
• Ensure quality

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• Assign each process step with a level of risk What is Value Stream Mapping?
• Retain employee knowledge when an employee
decides to leave Value Stream Mapping, like process mapping, is used
to visualise the product pipeline as a series of process
• Increase customer satisfaction
connections.
It also stops an organisation from:
How to Implement Value Stream Mapping Software
• Blindly making system changes that lead to costly
[Link]
mistakes
• Employing inefficient employees who waste time
due to existing problems in the process chain The emphasis of this type of mapping is in measuring
the value that those steps bring to the customer.
• Continuing to perform wasteful processes
Value stream maps are used to visualise and identify
delays, restraints and excessive inventory within
processes. There are three groups within the value
stream...

• Value Adding – a customer is willing to accept this

step as an acceptable cost to them
• Non-value Adding – the customer feels it unfair to
assign these costs to them
• Necessary Non-value Adding – costs to the
customer are necessary but the customer may still
feel unhappy to pay

Value stream mapping is still process mapping, but with

a focus toward always asking the question:

‘Is this process adding value to the customer?’

and;

‘If it is not adding value, is it still necessary to keep

the non-value adding process and assign the costs
to the customer?’

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Chapter 2 - Understanding Process Mapping

8 Benefits of Process Mapping

Process mapping originated in the early 1920s and the concept has survived Top 10 Benefits of Process Mapping
ever since due to the structured effect that process flow diagrams have had [Link]
on creating efficient working environments. Even so, most organisations don’t benefits
understand the benefits of mapping business processes.

1. Visibility of Your End-to-end Processes

End-to-end process mapping simply means visualising that process from the very start to the very
finish (example: customer order through to customer delivery). This helps to break down silos by giving
employees visibility of the process journey, which encompasses both other business areas and the
eventual use by the end user. Seeing a process from end-to-end helps employees understand where they
fit within the organisation and how they work as a cross-functional team.

2. Creating Evidence Based Change

As I have previously stated, any business change must be thoughtfully considered with two simple
questions:

‘Where do we want to be?’

and;
‘Where are we now?’

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capabilities of a process mapping and management

tool, it will be extremely difficult to capture and analyse
process data for the purpose of improvement.

A second important thing to note; process mapping

tools need to be useful to your staff (accurate), usable
by staff (easily accessible) and get used by staff (easy to
The answer to the first question doesn’t require a lot of use and understand).
work (considering it is a goal), the answer to the second
requires analysis of your current state or the As-Is However, if you get a process mapping and
process. You can then use this as a baseline to model management tool that’s right for your business, you
your future state (To Be variants). will find that improving business operations becomes a
whole lot easier.
How to Develop As-Is and To-Be Business Process?
6. Show Compliance and Continual Improvement
[Link]
Process maps can be used to show compliance to
regulatory standards such as ISO, FCA and SOX to name
Process mapping tools will also store meta-data such a few and will also serve as a valuable resource for
as cost, total effort and waiting time against the various internal/external audits.
activities in the map. This helps to analyse whether an
activity adds value to the business by seeing if that If this is what you are looking for, make sure you
activity reduces cost, reduces duplication and improves have a process mapping tool that can demonstrate
customer service. compliance with regulatory standards with a simple
drag and drop search functionality.
3. Show Process and Activity Owners
Process maps provide clarity for employees and
managers regarding who is accountable and who is
responsible for the process. With this information,
process problems can be resolved quicker and
employees and managers can have clarity regarding
their responsibilities.

4. Support Induction and Training

Because process maps create a standard way of
working, they are a great training tool for both old and
new employees regarding best practice.

Take a look at a Triaster Process Library to see how

employees can search for processes based on their job
role.
7. Business Process Analysis: Identify and
Mitigate Risk
View example Triaster Process Library
Process maps can be used to identify levels of risk
[Link]
within the business and what controls are in place or
need to be in place to mitigate the risk.
5. Process Mapping Tools Make Life Easy
Your process improvement plan will only be as good as Visibility is priceless for understanding the most
the Process mapping tools that you use. Paper-based precarious steps in the process chain. This type of
process mapping may help you to see the current understanding allows an organisation to put safeguards
state of your processes, but without the data capturing around the process steps (such as requiring sign-off
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from management, following a checklist, leaving a note This process mapping technique is used when the
etc....) making it easier for the accountable employee to content of the process map is likely to be relatively
mitigate the risk. straightforward, so only a small sample of those that
perform the process are required (usually 1-3 people) to
8. Support Operational Excellence be involved in its definition.
Employees are able to find the answers themselves
rather than asking for an explanation. Process maps can Before the interview you will need to:
be simple in nature but can also contain:
• Have a prepared set of topics you will be covering
• procedures and questions you will be asking
• guidance note/work instructions • Make sure each session goes no longer than 1 hour
• forms • Come back to a problem later if it is proving
particularly difficult
• videos
• Never go over the session time – respect employee
• or anything that will help the employee to do their
time and they will respect yours
job

During the meeting you will need to:

This means that an employee can look up the
appropriate information, for the appropriate process
• Define the scope of the process to be captured
at the appropriate time – making any working
(identify the start and end points).
environment far more efficient.
• Capture the major steps involved (the Activities)
6 Methods of Mapping • Capture what is produced by each Activity (these
are the Deliverables)
There are several ways of accurately capturing the
process data that feeds the creation of a process map.
2. Facilitated Discovery Workshops

6 Methods to Create Process Maps

[Link]

There is no ‘one-size fits all’ when it comes to process

capture and one of these methods may be more in line
with your culture or the structure of your organisation.
I would also point out that it is often a combination
of the following 6 methods that will prove the most
valuable when trying to capture accurate process data.

1. Individual Staff or Small Group Interviews

Use this technique when it is important to gain an

accurate understanding of a process from a larger
number of people (a maximum of 10 at the most). This
is more suited to a less detailed process understanding
but is necessary in cases where there are multiple
process owners.
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The same steps are necessary for small groups as they are for larger workshops but you will also need to:

• Work harder to involve people

• Keep as much energy, variation and interest in the workshop as possible
• Stick to the facilitation process and not engage in subject matter debate – leave that to the
participants
• Lead the discussion by asking questions but let the room debate and agree on solutions.

3. Analysis of Existing Documentation

It is a huge time saver if a process can be

developed from your existing documentation alone – be careful though as they may not be accurate.
This method is useful in established process environments where the aim of the mapping exercise is to
modernise, reduce the documentation burden or review the existing management system rather than to
create content from scratch.

4. Direct Work Observation

This method is usually more efficient in a highly manual business environment where the process steps
can be overseen and tasks can be observed in real time (think of a packaging warehouse where an order
comes through, a product is sourced, packaged and shipped to the customer).

5. Business Analysis Design

This is particularly useful in project start-ups where the process doesn’t yet exist. It is also useful in
environments where access to the process experts is not an option.

It is hard to get an accurate process without a process expert so if you are going to go ahead with this
method then make sure you:

Don’t guess! If you cannot be sure, don’t make assumptions.

Get sign off from a process expert

6. Import of Existing Processes

Some Business Process Management systems can import existing process documentation into
structured maps, but this is most difficult with unstructured sources such as documents, slides, video and
spreadsheets.

Existing process maps can be imported from applications such as Microsoft Visio into more complex
process management and improvement tools without making any changes.

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Chapter 3 - The Key Components of Process

Mapping Projects

The ‘As Is’ Process As Is To Be: The Essential Business

Model for Process Improvement
The As Is represents the current state of your process and is the starting
[Link]
point for any improvement project.

Capturing your As Is will not tell you how to improve your process, but it will show you exactly what is
going on in your business so that you can identify improvement opportunities moving forward.

The ‘To Be’ Process

The To Be process is the future (or improved) state of your process. Once you have your As Is process
mapped out, you can then start analysing it for potential improvement opportunities.

From these opportunities, you can model changes and create a To Be map that will eventually become
the improved process.

End-to-End Process Mapping

End-to-end process mapping contains all the work that needs to be done to meet the process goal. This
encompasses the very start of the process to the very end.

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For instance, ‘a customer places an order’ might be the start of a process and ‘a customer receiving an
order’ might be the end. An end-to-end process map would capture all the inputs and outputs from the
start of that process, to the end.

The Levels of Detail

Process mapping tends to be captured in 3 or 4 levels of detail:

• Level 1 – Top level end-to-end maps: tend to be fairly simple with few branches
• Level 2 – Provides more detail than the end-to-end maps and covers a horizontal flow through
an organisation. The complexity level can be high as they will involve multiple departments and
handovers, possibly with iterations, branches and multiple outputs
• Level 3 – These tend to be aimed at individual users and have a lower degree of complexity than the
level above.
• Level 4 – Bottom level maps: tend to be used for those processes that get re-used in multiple process
flows and as such can be quite simple.

When deciding the level your organisation should map to, ask
What level should I map to?
yourself a very simple question:
[Link]
level
‘Who is your audience and what do they need to see?’

Inputs and Outputs

When you break down a process to its core, it is a series of steps that is made up of:

• Inputs - Inputs are usually defined as the process activities. Activities have zero value because they
encompass a cost (time, effort, money) that goes in to creating the output.
• Outputs -The output is what is produced. It is the result of time and effort and is the most important/
valuable part of the process.

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When process improvement is broken down to its simplest level, it is merely a series of inputs and
outputs.

One method of Identifying improvement opportunities comes from evaluating the inputs and seeing
whether they fall into the category of non-value adding (a step that has no value and can be removed)
and necessary non-value adding (a step that adds no value but is crucial for producing the output).

The Symbols/Shapes Involved With Process Mapping

Values are assigned in process mapping through symbols/ More about Process Mapping Symbols
shapes. [Link]

Again, when looking at the most basic level of process

mapping, inputs, outputs and decisions (a step in the process
that can have multiple outcomes) are represented as different
shapes in order to assign a visual value to the process. A
square can be an input, a circle could be an output and a
triangle could be a decision leading to multiple outcomes.

If you are capturing a process on a wall, in a meeting,

surrounded by a team of people, you can use a large roll of
paper as the canvas and different coloured post-it notes to
represent the different symbols.

For instance, you could have green post-it notes for inputs,
blue post-it notes for outputs and orange for decisions.

Below, I have laid out a simple process map created using the Triaster process mapping tool. As you can
see, inputs are a different shape and colour to the outputs and you will also see that underneath each
output is the job role responsible for that activity.

The Noun-Verb Method

Noun-Verb: A Simple Process Mapping
Triaster has its own simple and unique process mapping methodology. For a
Methodology
full description of how you can use this in your process mapping, please look
[Link]
at our article explaining the Noun-Verb method.

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Chapter 4 - Process Mapping Tips and Tools

Tips for Creating Useful Process Maps

There is a lot of information out there on process mapping and a lot of that information is not very
helpful. The purpose of this guide, is to give you actionable insights into creating an effective process
map and I have laid this information out as clearly as possible.
Best Practices for Process Mapping
Over the years, Triaster has learned some best practices for capturing and [Link]
visualising processes; here is a list of 4 tips for creating greater clarity: practice-process-mapping

• Optimising Clear and Useful Outcomes – the best improvement outcomes usually spring
from constantly asking this question: “what does this activity produce?” - where is the value that
necessitates performing the activity?
• Be Careful of the Language Used – An example of this is the input (Open box) and the output
(box open). It is true, one is the task being performed and one is the result of the task, but process
maps sometimes need more detail and you need to make sure that the phrasing works best for the
employees who are accountable for perfoming the task.
• ‘How to/Show me the’ - this technique will help you describe the process
step and make it obvious that it is an input or an output. Putting ‘how to’ in
front of the input can clarify the appropriate way to formulate the language
of the step. For instance, ‘how to sales system updated with reference
number’ does not make sense but ‘how to update sales system with
reference number’ does. Similarly, for the output, ‘show me the sales system
updated’ doesn’t make sense but ‘show me the updated sales system’ does.

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• How Obvious is the Language Used? - You’ll start to see by now that the language you use to create
a process step is extremely important. You should avoid acronyms, ampersands, hyphens and full
stops because they are confusing and complicate the simplicity with which the process mapping is
trying to represent.
How to Engage Employees With
Following on from the language used in the maps, here are 5 simple tips Simple Process Mapping Techniques
for getting your employees on board the process improvement train: [Link]

• Make the Maps Easy to Access – Ensure that your process management system is accessible to all
staff so that you can create a standard way of working for the business.
• Make the Maps Easy to Use – You’re going to have a hard time implementing a new culture if your
management system is difficult for your staff to use. Make sure the information is easily searchable
and accessible by staff within three clicks.
• Make the Maps attractive to Use – Design is important; a well-designed management system, with a
theme that is unique to the company, can do wonders for morale around a culture shift.
• Make the Maps Useful – I’ve said this a lot by now but process maps need to be all about ACCURACY!
It also needs to be up-to-date and deliver the type of information that everyone needs.
• Tell Your Employees About it – and don’t just send out a work email either. Break out the marching
band and create a cultural event around your process improvement initiative. Communicate using:
• Leaflets and posters in communal areas
• Banners
• Company-wide email campaigns
• Giveaways and competitions
• Presentations
• Workshops and events
• Drop-in sessions

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Different Tools to Map a Process Getting a Visio Compatible Process Management System
[Link]
There are 4 common tools associated with process
capture and mapping. These are:

Paper, Sharpie Pens and Post-it Notes – This is a Business Process Mapping, Management and
particularly effective tool for capturing the process Improvement – These are tools that are commonly
while running a process mapping workshop. This allows used by larger businesses that wish to integrate their
multiple subject matter experts to get into a room process mapping, management and improvement
and discuss the right data to capture – and if you get a solutions into one product. For instance, at Triaster our
process step wrong, you can discard a post-it note and process management and improvement system can
start again. import existing Visio process maps seamlessly and this
creates a pathway for business improvement through:
Microsoft Word and Power Point – both of these tools
can be used to build flowcharts and allow you to build • Modelling cost, effort and time data
a basic process map using simple, pre-set shapes. This is • Displaying a full RACI (displaying which roles are
a great tool for beginners but you will need something responsible and accountable for the process)
more expansive if you hope to process map an entire
• Modelling risk
department or organisation.
• Creating a bespoke management system that can
Microsoft Visio – this is Microsoft’s flowchart and be designed to suit an organisation’s unique way of
diagramming tool, which will allow you to create working
simple process maps with a variety of shape templates. • Making process maps easily searchable and
You can drag and drop these templates to create your accessible to all staff
process maps and create some limited data properties
in conjunction with Microsoft Excel. Visio will take you
a step further than the first two tools and although it
is an extremely popular option for business process Process Modelling: How to Capture Cost, Effort and Time
mapping, it is limited in its ability to interpret data and [Link]
also lacks uniformity across the business.

3 Time-Saving Tips for Microsoft Visio Process Mapping

[Link]

Visio maps can and have been easily integrated into

Triaster’s management and improvement system when
our existing customers identified a need for more
accurate improvement capabilities.

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Chapter 5 - How to Process Map – a Step-by-

step Guide

Organise a Process Mapping Workshop

Successfully capturing the correct process data starts with the organisation How to Prep a Great Virtual Process
of a process mapping workshop. Mapping Workshop
[Link]
For the workshop to be successful, you must already have:

• Agreed the scope of the information/processes to be captured (agree on a start and an end point)
• Decided the timeframe for the meeting and stick to it (this should be in line with the start and end
point)
• Found out who are the Subject Matter Experts (SMEs) for the process (those who are Responsible,
Accountable and need to be Consulted)
• Set up a meeting with those same Subject Matter Experts from the business area that you will be
process mapping
• Someone present who has knowledge of how the process links to other business areas.
• Given information to all attending as to the background of the process mapping initiative and why it’s
key for the business (getting stakeholders on board is crucial)
• Provided clear and simple information

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• Sent every participant an agenda for the meeting Performed) and Outputs (the deliverable result of
including how long the project will run, what you the activity).
will need from them and the process you will be
• Begin mapping by using post-it notes to mark the
mapping (so they can prepare).
start point and end point of the process (both will
• Invited no more than ten people to a workshop. be Deliverables, so both will be the same color post-
it notes (Customer Sales Cycle Example: Start
• No more than 4 virtual attendees.
Point - Sales Enquiry; End Point - Quote)
• Given everyone invited to the workshop an
• Get the output from every input by asking the
opportunity to ask you questions before the
question: “what does this input produce?”
workshop starts
• There must be an output after an input
• Given the same opportunity to their departmental
heads – if you don’t have the support of all of the
relevant parties you’ll want to uncover this as early Finalising and Creating Your Business Process Map
as possible.
Once you have captured the information accurately
from subject matter experts in the workshop, you’ll
Run a Process Mapping Workshop need to create your process map.

Once you’ve done all the pre-planning for your process

How to create a Process Map in 3 simple steps
mapping workshop, then it’s time to capture the
[Link]
accurate information from process mapping experts.

3 Tips for Process Discovery Workshops For the final capture of information and creation of your
[Link] accurate process map; make sure to:

• Import the data captured at the process mapping

Pre-planning is crucial to make sure that your workshop workshop into your process mapping software.
doesn’t go off topic, become boring or lose focus.
• Check that the process steps are labelled correctly
The important steps to running a successful workshop • Check that the process steps are complete - have
are to: you left anything out of the process?
• Check that the responsibilities of staff are clearly
• Get a large roll of Brown or white paper for the base
laid out in the process map
of the process map
• Oversee the real process and check that it matches
• Use three different types of post-it notes to
the one captured by the group.
represent the Activity (input), the Deliverable
(output) and the Decision • Identify any bottlenecks or process inefficiencies
that can be fixed.
• Use sharpie pens to write down the process steps as
they are revealed in the workshop • Download the Process Mapping Checklist
• Make sure everyone can see how the process is
being captured To help you structure your process mapping as you
go, I have included a link to this same checklist (in a
• Lead the group to contribute to each process step
downloadable format), which you can print and tick off
(You will need to ask questions)
as you complete each step.
• Name the process (Example: Customer Sales
Cycle)
How to Make an Accurate Process Map
• Define the individual steps involved in the process – [Link]
this means understanding your Inputs (the Activity
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Chapter 6 - Using Triaster for Continuous

Business Improvement

Process Mapping and Improvement in Action: A Case Study

Before they turned to process mapping, New Charter Homes had 3 problems they were trying to address:

• The organisation faced a 15% reduction in revenue by 2019/2020

• A restructure was necessary, resulting in a lack of resources and being unable to deliver on paper-
based processes
• The Service Improvement team wanted to improve tenant/customer satisfaction

The Service Improvement team eventually turned to process mapping for the answer and, after trialing
and then purchasing Triaster software, New Charter mapped out the end-to-end processes of the entire
tenancy lifecycle.

From here, they took 6 steps to capture accurate processes within their organisation:

• The Service Improvement team started with a process capture workshop, inviting all the key
stakeholders for the Keys-to-Key process
• The team went on job-shadowing excursions to ensure that the processes as mapped were what
actually happened in reality.

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• As well as capturing the processes, the data was captured too. Using a bespoke properties file
developed by Triaster, the team was able to automatically calculate the cost of every activity.
• The team then mapped the As-Is of the entire keys-to-keys process (about 280 process maps), which
exhibited great potential for process improvement.
• Finally, New Charter’s Service Improvement team completed the modelling of the TO-BE processes
and investigated ways of replacing paper-based processes with mobile applications
• These mobile solutions were then specifically designed to address the New Charter Group’s key
challenges

From applying these 6 steps, New Charter has already saved £350k per View full article
annum – just through process mapping. [Link]

If you would like to take a more in-depth look at how process mapping and improvement can change
your organisation for the better, take a look at how these 8 organisations (including New Charter) used
Triaster software to improve their business efficiency and reach sustained, measurable improvement.

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How 8 Customers Turned Their Process Problems into Business Improvement Triumphs
[Link]

Triaster’s Process Mapping System

Triaster has been invested in Business Process Management and improvement
for over 20 years. In that time, we have refined our process mapping and How To Process Map Using Triaster
improvement software (Process Navigator) to a point where it can capture, Software
analyse and report on data to demonstrate wasteful processes and inefficient [Link]
activities.

Process mapping in itself is a useful tool that will capture the process you currently perform so that you
can look for improvement opportunities. But if you want to experience the type of efficiency gains and
financial returns that an organisation like New Charter has experienced, then you are going to need a
software system that can accurately capture your process information, store it in one place (where it is
easily accessible and searchable for all staff ), and model improvement scenarios to mitigate risk and
continually improve an organisation.

Process mapping can be as simple as using a flow diagram on Microsoft Word or as complex as multiple
levels of process data that visualises time, effort and cost for every single process step – it all depends on
what you are looking for. Simple process mapping with tools like Visio can be great for those that want
to start slowly and dip a toe in the process improvement pool, but it will not give you the type of control,
scope and efficiency gains that a dedicated business management system can.

It can be difficult to find the approach that is right for you and
Contact us to discuss further your organisation, but if you would like to discuss it further, we
[Link] can advise you on an approach for your business, whether it be
creating isolated process maps, or a management system which
is purpose built to create a culture of business improvement.

This article was originally written for the Triaster Blog.

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