The need to create things to improve our quality of life dates back to prehistoric times when the first men created tools to facilitate their daily activities and to be able to survive and adapt to the changes that establishing a new home entailed. The sophistication began with the artisanal to move to the industrial in which at that stage different machines were implemented that allowed increased productivity.
Organizations were not content with increasing their productivity to a certain extent and consequently analyzed their environment until they reached the standardization of their processes. Years later, the implementation of information technologies gave an unexpected turn to the strategic objectives of the companies, with which the disciplines of knowledge management began.
organizational-tool-process-mappingThus, in the company, in order to be competitive, it is not enough to design ambitious plans and strategies, it is also important that the processes that form it are clearly identified, optimized and known by the people who make up the organization; in this way everyone in the company knows what functions to do and how to do them efficiently.
That is why in this topic we will analyze the topic of Process Mapping which through graphs will allow us to increase the value in the productive chain.
Process definitions and mapping will be presented to lead to a joint definition. The scope that an organization obtains when implementing the mapping. The establishment of a process to carry out the mapping and the specifications that must be met for this tool to generate the expected benefits.
1. BACKGROUND.
The origins of business / productive development is divided into 5 stages or generations which I mention below.
First generation: it was obtained through the amount of labor, the head of cattle and even the amount of area they contained.
Second generation: it was calculated by the amount of labor, head of cattle and even by the amount of area they contained.
Third generation: process control systems, start standardized work. (“Henry Ford” production systems, cost systems, accounting systems, among others).
Fourth generation: information technologies.
Fifth generation: knowledge management disciplines focused on organizations that learn.
Sixth generation: generation of value through innovation.
The origins of process mapping begin in the second generation of business development where the diagrams of the machines appear together with the scientific method that gives rise to the study of work. The "Gilbreth" as Lilian and Frank became known, begin with the study of work and together with other collaborators create:
- Bimanual diagrams Man-machine diagrams Work diagrams Operations diagrams Sequence diagrams Analytical course (Alvarez, 2015)
2. BASIC CONCEPTS.
To better understand this methodology, it is necessary to be clear about certain concepts related to this topic. We will start with the concept of mapping and consequently with the definition of the process.
The concept of Mapping according to the Royal Academy of the Spanish Language is defined as: “Locate and graphically represent the relative distribution of the parts of a whole”. (Spanish, 2001)
Now we are going to define the process where the Royal Academy of the Language
Española defines it as: “a set of successive phases of a natural phenomenon or an artificial operation. (Spanish, 2001)
For ISO 9000: 2000 it is a "set of mutually related or interacting activities, which transform input elements into results". (ISO9001, 2016)
So we can say that a process is a systematic series of actions aimed at achieving a goal. It is a sequence of activities, tasks or steps that transform an input into an output. A work process adds value to the inputs by transforming them, or by using inputs to produce something new, for example: in a furniture factory we could identify an area responsible for the purchase of wood, one for the design of furniture, a court and assembly of the furniture, one for painting and detailing and another for sales and customer service, all these areas must interact as a customer and / or suppliers, coordinating for the final delivery of the products (furniture),It is clear that if any of them does not perform its function adequately, it will affect the performance of the next process or sub-process and as a consequence the overall performance of the factory..
Now with these concepts we can structure the definition of Process Mapping but it is essential to know the definition given by other authors and articles related to the subject.
It is a methodology that allows the graphic representation of a process, specifying the sequence of tasks that are executed. It is a quality tool aimed at improving existing processes to optimize them. (Corporation, 2012)
It is a graphic representation of the way in which the employees of an organization do their work, showing the order and interactions of the tasks that make up each of the processes. (Pemex, 2013)
It is an activity that is carried out to establish a graphic representation (map) of a specific work process in a company, showing the inputs, outputs and sequence of activities (Nacional, 2013)
From these concepts we can define Process Mapping as a schematic tool that diagrams the levels of the processes and activities of the organization in order to understand, analyze and improve them; to create higher customer satisfaction and better business performance.
In order to carry out a good Process Mapping, it is necessary to see the classification of the processes in order to identify and control the processes in the company.
- Operation processes.
They are the activities that produce a direct impact on the provision of the service and the appreciation of the client. They add value to the service and are related to the mission, vision and business concept of the company.
- Support processes
They are those actions that the client does not perceive directly, however, they are essential for the performance of the operation and management processes, since they make up the inputs of the inputs required to execute the operation.
- Management process.
They are the actions that allow the organization to manage, assess, monitor, measure, verify compliance with the objectives and indicators derived from each process.
- Management processes.
It is one that is conceived with a transversal nature, that is, that crosses in a perpendicular direction to the rest of the process. They are the ones in charge of formulating, communicating, monitoring and reviewing the strategy. (PÉREZ, 2004)
Characteristics of a process:
- It must be measurable The results must be specific Deliverable and understandable to clients related to the process Correspond to a specific event.
3. ADVANTAGES OF A PROCESS MAPPING.
The objective of mapping or diagramming is to show graphically, by means of symbols, what are the activities that are carried out within an organization or a process in such a way that everyone who reads it is able to understand the scope and / or carry out the process.
A map should not be primarily intended to be a presentable document just to impress, it should be a useful document that can be scratched, modified and frequently revised. However, image and design are important. An attractive appearance and easy-to-read presentation enhance the content.
In a diagram the objects are joined with lines and arrows which show us the flow and order of the procedure or process, these arrows do not indicate the interactions with which we identify who delivers (supplier) and who receives (customer), it is required to place messages or legends to identify the inputs (inputs) and products (outputs) of each process or sub-process.
A correct process mapping allows:
- Examine and understand all the processes of the company Determine the relationships between the processes and the work areas Analyze the company based on the activities and tasks carried out.
The advantages that lead to a correct process mapping are the following:
- Present a global vision of the organization Show the relationships and their functions of each area of the company Facilitate the explanation of each process Reduce failures in the interrelation of processes Perform the documentation of procedures Promotes the standardization of processes Increase of productivity and achievement of process results Reduce costs Improve quality Confront competition Change organizational culture (Hernández, 2014).
Measurement systems in the mapping.
Every process contains operating standards according to its strategic objectives, for which it must have a measurement system such as the following:
- Costs
- Productivity Percentage of operation of the installation.
- Process product quality Satisfaction of the process team members.
- Performance evaluation. Personal and professional development.
- Measurement perceived by the external or internal customer. (Alvarez, 2015)
Process mapping indicators.
Indicators are necessary in order to improve, remembering that what is not measured cannot be controlled and what cannot be controlled cannot be managed. The indicators allow us to interpret what is happening, plan activities to obtain responses and define if there is a need to introduce a change and be able to evaluate its consequences.
These indicators should answer the following questions:
- What should we measure? Where should it be measured? How often should it be measured? How should it be measured? Who and how often will measure the results? (Alvarez, 2015)
4. IMPACT AND SCOPE IN ORGANIZATIONS.
Impact on organizations.
- Align the organization towards its strategic objectives.
- Design an operation model managed by processes that allows the transparency of its operation. Have a model that provides reliable information for decision-making. Measure the performance of each process and those responsible for meeting its goals.
- Functions and processes defined in the value chain Flow oriented to customer satisfaction and cost
- It improves the flow of information between the different functions of the company and allows you to control your processes.
- Policies and operating rules are established.
- Levels of services are created between internal and external clients-providers. Performance indicators are established. Areas of opportunity are identified.
- Identification of opportunities for improvement in innovation.
When the Outcome Mapping methodology is used, the possibility of obtaining long-term positive impacts in the different areas of the organization that need improvement emerges.
5. TYPES OF PROCESS MAPS.
- As- Is process map
Known as current state, it is a representation of the way the current work process develops. It clearly shows the operation of the process to deliver the product or service to the customer in real mode and not in the way it should have been. (National, 2013).
- To - Be process map
It is known as future state, it is a representation of the way in which the new work process works when the improvements have been made. It is used to visualize the result of the improvement in the process, after making decisions in the sequence of flows. (National, 2013).
- Ideal process map.
It is defined as the graphical representation of the way the process works in an ideal situation, with the limitations of time, cost and technology. It is used to encourage creativity in work teams to change processes.
(National, 2013).
- Multilevel process map
Its characteristic is that it consists of several process maps that increase the level of detail. At the macro level, the process map, describes the core process, from one end to the other in a series of steps. It is common for the "process step" symbol to be used and steps are assigned in a linear fashion. (National, 2013).
- Cross Function Process Map
It is used when a process involves a series of different people or functional units of the company, since it is necessary to know who is responsible for each step of the process described. This type of map makes it easier to track the number of the hand-off (control of the process is passed to someone else), since errors in the process are regularly due to this. (National, 2013).
- Current value map
It is a tool used to understand the flow of materials and reports through the value chain to produce a product or service for the customer. This type of map is used to locate areas of opportunity in improving delivery time. Another characteristic of this type of map is that it tends to be a macro-level map and contains extensive information about the process. Likewise, they are used to identify the bottlenecks that are generated during the process as well as the areas that require improvement. (National, 2013).
6. LEVELS OF PROCESS MAPPING IN ORGANIZATIONS.
The processes of an organization are represented in 4 levels and it will depend on the organization how to represent them.
The following figure shows these levels in detail.
Figure 1. Mapping levels in organizations. See PDF
Source: www.gestiopolis.com
In the levels, the inputs and outputs and a description of the process should be placed, which will allow identifying where the areas of opportunity are.
Types of diagrams in the processes.
For Process Mapping, three main diagrams are used, which are:
- Relationship diagram: It is a tool that allows us to analyze a problem whose causes are related in a complex way. It relates the different areas or functions of an organization. (Alvarez, 2015)
Figure 2. Relationship diagram. See PDF
Source: www.gestiopolis.com
- Interdisciplinary Diagram: represents the relationship between the different disciplines or also called set of theoretical - practical knowledge to understand the flow of the organization. (Alvarez, 2015)
Figure 3. Interdisciplinary diagram. See PDF
Source: www.gestiopolis.com
- Flow Diagram: it is a tool that graphically represents a process, in which activities are related.
Figure 4. Flow diagram. See PDF
Source: www.gestiopolis.com
The diagrams are made up of graphical algorithms. Algorithms are a set of instructions, ordered and finite, that allow an activity to be carried out through successive steps that does not generate doubts to whoever executes it.
The following figure shows these characteristic algorithms of process mapping.
7. PROCESS MAPPING TOOLS.
Organizations depending on the needs can choose several process mapping tools which are mentioned.
- IDEF (Integrated computer aided DEFinition)
It is defined as a methodology used to represent in a structured and hierarchical way the activities that make up an organization and the objects or data that support the interaction of those activities.
It is a structured analysis that includes the hierarchy of the process as a fundamental part of the mapping. Use diagrams, text, and glossary for a glossary of the elements. (Hernández, 2014)
Figure 6. IDEF diagram. See PDF Source: www.gestiopolis.com
Figure 7. IDEF diagram with specifications. See PDF
Source: www.gestiopolis.com
- Mapping software
Due to the growing interest of companies in the process mapping technique, in order to optimize functional areas, various types of software have emerged on the market, the objective of which is to reduce the complexity of the process mapping development and achieve the implementation of standards. (Hernández, 2014)
- Logic work.
It is an interactive circuit design tool intended for teaching and learning digital logic.
Figure 8. Sample Logic Work. See PDF
Source: www.gestiopolis.com
- Smart draw.
It is a modeling tool that stands out for its wide variety of modeling modes, adapting to any type of objective that we want to define or design.
Figure 9. Sample of Smart Draw. See PDF
Source: www.gestiopolis.com
- e- Topware / Business designer.
It is a management software, for the design of complex business processes that take advantage of the underlying assets for the automation of applications and the activities of the end user through ERP, SCM, CRM 3.
Figure 10. Shows e-Topware / Business designer. See PDF
Source: www.gestiopolis.com
Simulations
It is a technique by means of a software that allows to examine the true potential of improvement of the processes before being implemented. They are useful tools for mapping highly complex processes. They also allow to identify the rates of use of money, people, time, bottlenecks, underused resources, etc.
8. DEVELOPMENT OF PROCESS MAPPING.
Clearly determine the organization's results or processes (outputs)
- Identify customers (internal and external) Identify the inputs that the process requires to produce each of the results Identify the origin of the inputs (suppliers) Identify the main stages of the process (sub-process) Identify the interactions between each stage Identify the procedures that must be document for each stage of the process Establish objectives for each process and numerical indicators that indicate how far or close to meeting the objectives Define the person responsible for each process and, where appropriate, for each stage, to ensure its correct implementation. (Corporation, 2012)
9. WHERE IS IT APPLIED IN PROCESS MAPPING?
Mapping is used by different disciplines, practices and standards, among which are:
- BPM Business Process ManagementTQM Total Quality ManagementSix SigmaLean ManufacturingTOC Theory of contraintsPorter´s Value ChainISO International Standard Organization (Alvarez, 2015)
10. ERRORS IN THE IMPLEMENTATION OF A PROCESS MAPPING.
In the Process Mapping there are different errors when implementing it, among the most common we find:
- Not having an approved methodology
- It implies that the staff have a different perspective of the methodology to be used.
- It implies wanting to solve the problems that we consider logical or remarkable, without recognizing that it can only be a symptom and not the root cause.
- It implies wanting to manipulate some type of information so that the result does not show the real situation.
- It implies not having the people involved in the processes.
- It implies not having the necessary resources to carry out the activity, falling into delays, loss of time and even inconvenience among the participants (Alvarez, 2015)
11. SCOPE MAPPING.
Outcome mapping (MA) is a methodology for evaluating and measuring the impact caused by programs and initiatives of support, financing and promotion, expressed in the form of projects, activities or strategies.
It was designed by the International Development Research Center (IDRC), a public corporation of the Government of Canada and one of the world's most prestigious research institutions. (Earl, Carden, & Smutylo, 2002).
Design of a scope mapping.
Intentional Design: this stage is used by the program to establish a consensus on the “macro” levels that it will contribute to generate, as well as to plan the strategies it should use. In this phase, four questions must be answered: Why? (What is the vision to which the program wants to contribute?)
- Who? (Who are the direct partners of the program?) What? (What are the changes to be made?) How? (How will the program contribute to the change process?).
Achievement and Performance Monitoring: generates a framework for continuous monitoring of the program's actions and the progress of the direct partners, regarding the achievement of the achievements. It is largely based on a systematic self-assessment, and provides the following tools to collect data on the elements identified throughout the intentional design stage:
- Achievement journal (signs of progress) Strategy journal (strategy map) Performance journal (organization practices)
Evaluation Planning: allows the identification and development of evaluation priorities for the program in question.
The following image shows the three stages of scope mapping and the steps in each of the phases
Figure 11. Stages of scope mapping and steps.
Source: www.gestiopolis.com
CONCLUSIONS
Process mapping is a very useful tool in any area that you want to implement since it better organizes a process, locates it in a better way and facilitates the detection of areas for improvement in an organization.
The scope mapping, on the other hand, detects the areas of opportunity in the realization of a project, the benefits and the implementation of strategies so that its launch is successful and covers all critical points, turning them into strengths.
The combination of both types of mappings landing them correctly will produce a benefit to the organizations and therefore a better course in the external and internal changes that arise when working in the administrative process.
Thesis Proposal: "Implementation of a mapping of processes and scopes in the process of buying and selling coffee and cane to promote the development of the primary sector in the central region of the state of Veracruz"
Objective: to develop a mapping of processes and scopes to detect critical points in the purchase and sale of coffee and sugar cane to improve and promote essential support programs for the primary sector.
BIBLIOGRAPHY
- Alvarez, MM (May 14, 2015). www.gestiopolis.com. Obtained from www.gestiopolis.com: http://www.gestiopolis.com/mapeo-de-procesos-y-sualcance/Corporation, C. (2012). Comprehensive Process Workshop. Lima, Peru: Quality Corporation. Earl, S., Carden, F., & Smutylo, T. (2002). Outcome Mapping: Incorporating Learning and Reflection in Support Programs. Canada: IDRC. Española, R. (2001). Dictionary of the Royal Academy of the Spanish Language. Madrid: ESPASA.Hernández, RN (November 17, 2014). www.gestiopolis.com. Obtained from www.gestipolis.com: http://www.gestiopolis.com/mapeo-de-alcance-deprocesos/ISO9001. (September 13, 2016). www.iso9001calidad.com. Obtained from www.iso9001calidad.com: http://iso9001calidad.com/definicion-de-terminos586.htmlNacional, IP (2013). Process mapping and documentation workshop. Pemex. (2013).Reliability Engineering Learning Guide. Mexico: Learning without Borders. PÉREZ, JA (2004). Process management. Madrid: ESIC. For its acronym in English Enterprise Resource Planning (Planning of Enterprise Resources). For its acronym in English Supply Chain Management (Administration of the Supply Chain).3 For its acronym in English Customer Relationship Management
