Maps are cognitive guides that tell a person where they are, help to decipher the location of a person in relation to where they were previously and to have a knowledge of where they are going.
The mapping is designed to help organizations understand the results obtained, while recognizing that the contributions of other actors are essential to obtain improvements that are sustainable and improve human and ecological well-being.
Currently companies or organizations cannot only carry out their processes based on plans and strategies to improve their competitiveness, the processes that form them must be clear and optimized, they must be flexible so that they can be adapted and redesigned and thus satisfy the needs more efficiently.
The scope mapping focuses on a specific result, this refers to the scope that is reflected in a change in behavior, these are defined as changes in behavior, relationships, activities and actions of people, groups and organizations with which a certain program works directly.
The mapping method starts from the principle that partners control change and that development programs make it easier to provide access to new resources, ideas and opportunities over a certain period.
The mapping establishes a vision of the progress that the human, social and environmental being has and subsequently concentrates on the monitoring and evolution of factors and actors that fall within the sphere of influence that the program has.
Introduction
It is well known that maps are cognitive guides, they indicate to a person where they are, help to decipher the location of a person in relation to the place where they were previously and to have a knowledge of where they are going.
The scope mapping proposes a methodology to create planning, monitoring and evaluation mechanisms, this allows organizations to document, learn and account for their achievements. The mapping is designed to help organizations understand the results obtained, while recognizing that the contributions of other actors are essential to obtain improvements that are sustainable and improve human and ecological well-being.
Outcome mapping
Currently companies or organizations cannot only carry out their processes based on plans and strategies to improve their competitiveness, the processes that form them must be clear and optimized, they must be flexible so that they can be adapted and redesigned and thus satisfy the needs more efficiently.
Process scope mapping is an applied methodology to focus on the impact that is had on an organization's program and achieve gradual behavior change.
The change is gradual and focused on people, making use of them to achieve the goals established during the mapping planning.
The scope mapping focuses on a specific result, this refers to the scopes that are reflected in a change in behavior, the scopes are defined as changes in behavior, relationships, activities and the actions of people, the groups and organizations that a certain program works with directly.
The scopes can be linked to the different activities of a program in a logical way, the changes are intended to help certain aspects of both human and ecological well-being, also provide partners with new tools, techniques and resources to collaborate in the development process.
Direct partners can be interpreted as those people, groups and organizations with whom the program maintains direct relationships and thus may have opportunities to influence them.
The mapping method starts from the principle that partners control change and that development programs make it easier to provide access to new resources, ideas and opportunities over a certain period.
Outcome mapping places an emphasis on people. The originality of this methodology lies in the fact that it departs from the evaluation of the impact of a program on development and focuses on changes in the behavior, relationships, activities and actions of the people, groups and organizations with whom it works. the program works.
The mapping establishes a vision of the progress that the human, social and environmental being has and subsequently concentrates on the monitoring and evolution of factors and actors that fall within the sphere of influence that the program has. (Earl et al, 2002)
Mapping concept
" It is considered as the representation on paper of each of the steps that constitute a process for detecting trends and evaluating their performance" (DEGUATE, 2012)
Mapping Concept
It is the logical system used to confront different categories. Exemplifying this is possible by observing how the processes of a marketing system are mapped. (Deguate.com, 2012).
Reach concept
It refers to all the changes that are generated around the relationship of activities, behavior and actions of the direct partners that can be observed as a result of the program even when they are not motivated by it.
The objective of the changes is to work on certain aspects that are focused on improving the well-being of humanity and ecology, while at the same time providing direct partners with innovative tools, techniques and resources to contribute to the development process.
Reach mapping
It is a methodology that serves as an evaluation and measurement method of the impacts caused by certain support, financing and promotion programs and is translated into projects, activities or strategies.
Process concept
It is understood as those actions that are related to each other and to others at the same time and in this way form the total operation of the administration and involve activities to pursue a goal through the optimal use of human resources, materials, financing and the technology.
Process scope mapping
As already mentioned in this article, scopes are those changes that may arise in the behavior of people who interact with each other, that is why scopes mapping tries to map the advances that could be obtained and the transfer of a process to another.
This tool aims to locate and measure a process in some area or all the processes of an organization. It is also intended to measure progress towards change, giving importance to progress at a glance rather than change specifically.
Outcome mapping places special emphasis on people and does not intend to replace the evaluations that already exist, rather it intends to be added due to the usefulness it represents for organizations in the event that the impact is not accounted for and only the changes that are represent.
The mapping of process scopes is considered a methodology that makes it possible to make the graphical representation of a process within an organization, and allows to see the sequence of the tasks that must be executed.
The process scope mapping also acts as a tool with which it has been verified, analyzed and allows communication that is of great help for the processes that already exist to be optimized.
Mapping bases to achieve processes
Every time an organization developed, the need arose that over the years increased and the application of flow diagrams began to be visualized in order to conceptualize the processes manifesting their evolutionary process in critical cartography and at the same time this is closely related to the principles used by organizations within the ISO 9000: 2000 quality system management standards and the ISO 9000: 2008 series.
This standard consists of eight steps that can be used to guide organizations towards high performance, these principles were obtained from the experiences and knowledge of international gurus who interact with the ISO / TCE 176 technical committee on quality management and quality assurance, which is responsible for providing constant maintenance of ISO 9000 standards.
The eight principles
The eight principles are as follows:
- Direct customer focus Ongoing leadership Involvement of all people Process-based approach Systems approach to management Continuous improvement Fact-based approach to decision making
Mutual relationships and benefits with supplier
Process scope mapping is related to three aspects that are:
4.- process-based approach
5.- systems approach to management
6.- continuous improvement (Aguirre, 2011)
Stages of process scope mapping
The methodology involves three aspects
- Intentional design: it is in which the changes that are generated within the methodology of mapping the scope of processes must be established, then measure their progression, as well as establish the strategies to be implemented.
- Monitoring of scope and performance: the second stage provides a structure to monitor the terms that interact with the mapping of the scope of processes as mentioned above, this is based on self-evaluation, later the data is placed in the tools that are used in the collection of own data such as:
- Achievement journal (signs of progress) Strategy journal (strategy maps) Performance journal (organization practices (Redlaboral, 2012)
The five stages to do a good process mapping
- Build a cross-functional team to create the map.
When a process map is built, it must be ensured that everything that happens within a process is being covered, as well as involving the people who work directly in the different processes that are within the scope of the organization's system.
With this, input from various points of view can be received and makes it easier for the company to accept it when solutions have to be implemented.
- Determine which process or value chain should be mapped
You should not try to map each process just to do it, it is better if you give more importance to those processes that cause more difficulties to the organization. Those processes that produce different products or services that are related and that have a flow of similar activities should also be mapped.
- Create a map of the current state that shows the flow of materials and information, through the chosen process or value chain that is required to make the product or provide its service.
You must have the customer's perspective to carry out this step since it is the only probable way you can see important aspects that impact the customer.
When a quality system is implemented, it is possible to analyze the processes and identify waste and opportunities for improvement, which has positive effects on increasing value for the customer.
- Develop a map of the future state where the process of improvement or flow of value created is shown, from the identification of waste, the solution of problems, and proposals for change.
In this step, the way is designed to eliminate the problems of the process of smoothing the flow of materials and information, to implement all the improvements that were pending.
The future state map allows you to predict optimal lead times and the required inventory or service capacity.
- Implement the proposed changes and measure the resulting improvement
The difference between the current state and that of the future is the roadmap to achieve changes and ensure the implementation of ISO 9001 and that it generates immediate changes.
Since the improvement opportunities and solutions are identified, a simple plan should be made, but one that is focused on implementing the improvements. (Jimenez, 2014)
conclusion
Current organizations are as efficient as the number of processes that are developed in it, it is for this reason that today's organizations not only depend on strategies, plans and tools that are implemented to make them more competitive, but they must be optimized constantly.
Process scope mapping is the methodology that can be applied in organizations and its primary objective is to measure the behavior of people within it.
The mapping is done to determine what process the organizations are in at a specific time.
Therefore, the process scope mapping is a tool that generates the possibility that an adequate operation of a company's systems prevails and in this way a competitive advantage can be achieved for the organization with better quality indexes and greater productivity.
Bibliographic references
- Aguirre, F. (13 of 06 of 2011). Gestiopolis. Obtained from Gestiopolis: http://www.gestiopolis.com/administracion-estrategia-2/outcome-mapping-mapeoalcances-procesos.htmDEGUATE. (07 of 11 of 2012). DEGUATE.COM. Obtained from DEGUATE.COM: dehttp: //www.deguate.com/infocentros/gerencia/glosario/m.htm Jiménez, D. (May 16, 2014). SMEs and quality. Obtained from SMEs and quality: http://www.pymesycalidad20.com/5-errores-evitar-en-mapeo-de-procesos.htmlRedlaboral. (November 21, 2012). Redlaboral. Obtained from Redlaboral: http://www.redlaboral.net/tips/mapeo-de-alcance-de-procesos-outcome-mappingomSarah Earl, FC (2002). Outcome mapping: Incorporating learning and reflection in development programs. Canada.
