Process mapping and its scope

The competitiveness for being the best organization began centuries ago, first in a traditional way, as this was not enough and with the industrial revolution, different machinery was implemented that allowed the increase in 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.

Companies now compete for value and the different methodologies, disciplines or practices that allow them to add value to their chain are an essential means to achieve their objectives.

In this article, Process Mapping is proposed as a methodology that, through useful graphics, will allow us to increase the value in the production chain.

Process definitions and mapping are 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.

BUSINESS DEVELOPMENT

• First generation: measured by the amount of labor, head of cattle and even by the amount of area they contained Second generation: industrial revolution, introduction of the steam engine Third generation: control systems of processes, start standardized work. (“Henry Ford” production systems, cost systems, accounting systems, among others) Fourth generation: information technologies. Fifth generation: knowledge management disciplines focused on learning organizations. 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 diagramsMan-machine diagramsWork diagramsOperation diagramsSequence diagramsAnalytical course

WHAT IS A PROCESS?

For ISO 9000: 2000 it is a "set of mutually related or interacting activities, which transform input elements into results".

Map of a Process

They are the set of tasks of a series of activities that transform inputs, inputs or events into an output, where this output will cause customer satisfaction due to the perceived value. Illustration 1 shows the elements and / or factors involved in a process.

CLASSIFICATION OF PROCESSES

The processes according to (PÉREZ, 2004) can be classified into:

• Operational Processes, are those that transform the resources to obtain a product or provide a service according to the customer's specifications. Support Processes, are those that provide the people and physical resources necessary for the rest of the process and according to the specifications of the Management processes, are those that ensure the controlled operation of the rest of the processes, in addition to providing them with the information they need for decision-making. Management Processes, are those that are conceived with a transversal nature, that is, it crosses in a direction perpendicular to the rest of the process. They are the ones in charge of formulating, communicating, monitoring and reviewing the strategy.

Characteristics of a process:

• Respond to a trigger Have at least one output Delivered to at least one customer Can be measured through feedback

WHAT IS MAPPING?

"It is the action and effect of locating and graphically representing the relative distribution of the parts of a whole" (DRAE, nd)

PROCESS MAPPING

It is a graphic tool that diagrams the processes and activities of the organization at the levels in order to understand, analyze and improve them; to create greater customer satisfaction and better business performance ”(RODRÍGUEZ, 2015)

We can say that Process Mapping is a tool that has the effect of locating and graphically representing the distribution of the set of activities that transform inputs into outputs and that provide value.

MEASUREMENT SYSTEMS

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

• Quality:

• Process product quality Efficiency

• Personal:

• Satisfaction of the members of the process team. Performance evaluation. Personal and professional development.

• Client:

• Measurement perceived by the internal or external customer.

INDICATORS

Establishing indicators are necessary 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.

The indicators should answer the 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 review the results?.

SCOPE

IMPACT ON THE ORGANIZATION

• Align the organization towards its strategic objectives Design an operation model managed by processes that allow transparency of its operation Have a model with reliable information for decision making Measure the performance of each process and those responsible for the fulfillment of its goals Effective organizational structure Functions and processes defined in the value chain Flow oriented to customer satisfaction and cost Clear roles and responsibilities aligned with the flow Improves the flow of information between the different functions of the company and allows Control its processes Communicate objectives and scope of each process Establish policies and operating rules Allow the effective flow of the operation Create levels of services between internal and external customers-suppliers.Performance indicators are established Opportunity areas are identified Operational control to effectively direct the organization Identification of opportunities for improvement with innovative projects It allows to focus on the transcendent direction instead of getting lost in micro-management due to a reactive operation that only solves problems.

LEVELS OF PROCESS MAPPING WITHIN THE ORGANIZATION

The processes of an organization can be represented in 4 levels and it will depend on the organization how to represent them, for the example in Illustration 2 they are handled from 0 to 3.

Process Mapping Levels

In the levels you should place what goes in and out and a description of the process, which will allow you to identify where the areas of opportunity are.

DIAGRAMS

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 (Illustration 3).

Example of a Relationship Diagram

• Interdisciplinary Diagram: represents the relationship between the different disciplines or also called the theoretical - practical set of knowledge to understand the flow of the organization (Illustration 5). Flow Diagram: is a tool that graphically represents a process, in which, relates activities (Illustration 4).

Example of an Interdisciplinary Diagram

Example of a Flow Chart

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 (Illustration 6).

Example of an Algorithm

WHERE IT IS USED

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

DEVELOPMENT OF PROCESS MAPPING

1. Define the focus and scope of the mapping.

• Align with the organization's strategy Obtain the commitment of management levels Identify key stakeholders Define times and necessary resources.

1. Define the mapping methodology and documentary standard and train those involved.

• Define the methodology BPMN- Business Process Modeling NotationBPEe- Business Process Explanation ExpandedBPEL- Business Process Execution LanguageVSM- Value Stream Mapping Define the mapping levels and accessories to integrate. Develop the conventions manual. Objective Scope Definition of business process model Levels of process modeling Business Glossary of terms Symbology Process map Business process model Indicator map General standards Examples of maps and models Train those involved in processes.

1. Prepare a work plan, assess organizational disposition and define policies and rules.

• Prepare a work plan, where activities, roles, responsibilities, resources are defined. Agenda for interviews and meetings. Communication plan. Policies and project rules.

1. Prepare process modeling.

• Confirm their participation with those involved Prepare logistics for interviews, workshops and meetings Human Resources Material Resources Financial resources Define rules for meetings.

1. Collect information and map processes.

• Information gathering techniques Questionnaires Traceability Bring a form of findings and recommendations Model from the organization chart Model from top to bottom Integrate the accessories of the processes Bring the activities according to the work plan Evaluate the participation of those involved.

1. Confirm and validate process modeling.

• Confirm maps with key stakeholders Validate maps with sponsors Formally establish mapped model

An example of a process mapping is that of Illustration 7 in which the macro process of a mechanical workshop is shown.

Process Mapping of a Mechanical Workshop

MISTAKES

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 Wanting to start from a baseline It implies wanting to solve the problems that we consider to be logical or notable, without recognizing that it can only be a symptom and not the root cause Introduce a solution on par with the Mapping It implies wanting to manipulate some type of information so that the result does not show the real situation Not planning activities with key stakeholders It implies not having the people involved in The processes. They do not prepare the activities correctly. It implies not having the necessary resources to carry out the activity, causing delays, loss of time and even inconvenience among the participants.

CONCLUSION

Process Mapping is a tool that is present in different disciplines focused on continuous improvement, therefore, it is considered a tool that visualizes the current state of a company, as long as the application of modeling has been carried out correctly. and respecting the pre-established guidelines.

The impact it generates facilitates decision-making since the processes are known as they are. In addition to facilitating the recognition of areas of opportunity that may exist.

BIBLIOGRAPHY

• ALAMILLO, KR (May 14, 2013). Obtained from Gestiopolis: http://www.gestiopolis.com/administracion-estrategia-2/mapeo-de-alcances-de-procesos.htmALTECO. (sf). ALTECO consultants. Retrieved on March 5, 2015, from http://www.aiteco.com/diagrama-de-relaciones/(sf). Consultants in Solutions. Retrieved on March 5, 2015, from http://asesoresensoluciones.com/index.php/el-mapeo-de-procesosBRIENO, M. (March 30, 2013). Process mapping course 1. Obtained from SLIDESHARE: http://es.slideshare.net/mabrieno/mapeo-de-procesos-curso-1?qid=11f59b14-5957-4290-81be-8b3a1c269912&v=default&b=&from_search=5BRIENO, M. (March 30, 2013). Process Mapping course 3. Obtained from SLIDESHARE: http://es.slideshare.net/mabrieno/mapeo-de-procesos-curso-3?qid=5819d0c6-2f50-4041-aefb-d7beaa56927e&v=default&b=&from_search=6DRAE. (sf). Royal Spanish Academy. Retrieved on March 4, 2015, from http://lema.rae.es/drae/HERRERA, WO (February 20, 2009). SLIDESHARE. Obtained from http://es.slideshare.net/Willy256/mapeo-de-procesos-1052895IGRES. (sf). Retrieved March 3, 2015, from http://www.igrescat.net/2012_07_01_archive.html PÉREZ, JA (2004). Process management. Madrid: ESIC.RODRÍGUEZ, DE (February 7, 2015). SLIDESHARE. Obtained from http://es.slideshare.net/droechrc/mapeo-de-procesos-44389769?qid=8554b44b-0c54-48e1-ac6f-e0d5d3014cb3&v=default&b=&from_search=1net / 2012_07_01_archive.html PÉREZ, JA (2004). Process management. Madrid: ESIC.RODRÍGUEZ, DE (February 7, 2015). SLIDESHARE. Obtained from http://es.slideshare.net/droechrc/mapeo-de-procesos-44389769?qid=8554b44b-0c54-48e1-ac6f-e0d5d3014cb3&v=default&b=&from_search=1net / 2012_07_01_archive.html PÉREZ, JA (2004). Process management. Madrid: ESIC.RODRÍGUEZ, DE (February 7, 2015). SLIDESHARE. Obtained from

The illustrations shown in this article were taken from the Google images page.

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