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. All the processes that are carried out in an organization must be measurable, in order to be able to determine if the strategic objectives for which they were established are being met.
INTRODUCTION
Since the beginning of the industrial age, companies have sought a way to always be able to increase their profits, but increasing profits is only the last of the steps that a company reaches, since first of all that must go through many stages. A company that wants better profits must see how to better manage each and every one of its resources.
Today companies seek to manage their resources in order to increase their productivity, improve the quality of their products and / or services, however new theories have given us new ways to increase these things. Large companies are looking for new talents and promote human resources as a way to stimulate their growth needs.
Now it is sought that the collaborator feels part of the organization and that their ideas are worth in each new proposal, work plans, programs and systems are developed in which collaborators are involved, where information flows from top to bottom of a side to side and around in circles to always feed back. Like in an organization chart or a flow chart.
Likewise, since the birth of large industries, it was necessary to learn to make maps or diagrams that would guide the collaborators of that time in understanding the tasks that had to be carried out, the steps to be followed, the activities that preceded were shown graphically. and that they continued, all that information was reflected in the processes of the factories and that is how the process maps were used as a tool in the industry to give formality to the works.
These maps are very important nowadays since in companies people or collaborators converge who have different academic preparation and it is necessary to do it in the clearest and most understandable way possible for everyone.
We can say then that the mapping of processes is a methodology that by means of useful graphics allows to increase the value of the conductive chain.
Process Scope Mapping. Start.
According to (Alvarez, 2015) business development is divided into six generations which are described below:
- 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.
What is a process?
According to ISO 9001: 2015, it is a set of mutually related activities that uses inputs to provide an intended result.
The inputs of a process can be the outputs of some other process and this, in turn, the output of some process can become the input of another, it all depends on the correlation between them and how large said process is, that is, each process involves sub-processes which are related to each other to make a whole.
Types of processes
There are different classifications of processes, one of them is the classification that groups the processes into strategic, operational and support, which we will describe below.
Strategic.
- Strategic planning, policy and objectives Resource planning Taking improvement actions.
Operational.
- Investigations of customer needs Marketing of the service Design of the service Production or provision of the service
Support for.
- Selection and training of personnel Logistic assurance.
Similarly, ISO proposes another classification of processes.
Processes for managing an organization: They include processes related to strategic planning, policy setting, goal setting, provision of communication, ensuring the availability of necessary resources, and management reviews.
Processes for the management of resources: They include all those processes for the provision of the resources that are necessary in the processes for the management of an organization, the realization and the measurement.
Realization processes: They include all the processes that provide the result expected by the organization .
Measurement, analysis and improvement processes: They include those processes necessary to measure and collect data to carry out performance analysis and improve effectiveness and efficiency. They include processes of measurement, monitoring and auditing, corrective and preventive actions, and are an integral part of the management, resource management and implementation processes.
Process mapping objectives.
The purpose 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 carry out the process.
According to (Aguirre, 2011) the main objective of process mapping is to improve the processes of the Quality Management System (QMS) to achieve spectacular results in critical performance measures, such as:
- Improve revenues Reduce costs and expenses Optimize the use of working capital Manage risks Increase the level of customer service Increase the level of satisfaction of the organization's employees Highlight the overall quality of the company.
Measurement systems and indicators.
All the processes that are carried out in an organization must be measurable, in order to be able to determine if the strategic objectives for which they were established are being met.
Some of the process measurement systems are the following:
Costs
- Productivity Percentage of operation of the installation.
Quality.
- Process product quality.
Personal.
- Satisfaction of the team members participating in the process. Performance evaluation. Professional and personal development.
Client.
- Measurement perceived by the customer. Customer satisfaction.
This measurement will allow the standardization of processes. Which means, take control over the variables in order to obtain an accurate result. However, standardized processes are also required so that the products can be delivered to the next process and continue so on until the processes are concluded.
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?.
Process mapping.
According to (TECMILENIO) those who participate in the diagramming or mapping are the experts of the process, the people who carry out the work. They should be people working on the process with full knowledge of the following factors:
- Activities Supplies and products Suppliers and customers Fine points and tricks of the process
It is important that skills, ages, personal strengths, education and all kinds of personality factors and work functions are mixed to achieve a group with varied ideas and points of opinion that enrich the process when discussing and standardizing.
Diagrams and process maps.
There are numerous tools with which processes can be represented from diagrams to maps, all of them have in particular some methodology and will be described below.
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.
Interdisciplinary Diagram: represents the relationship between the different disciplines or also called set of theoretical - practical knowledge to understand the flow of the organization.
Flow Diagram: it is a tool that graphically represents a process, in which activities are related.
SIPOC diagram.
The SIPOC Diagram, for its acronym in English Supplier Inputs Process Outputs Customers, is the graphical representation of a management process. This tool allows you to view the process in a simple way, identifying the parties involved in it:
(Supliers - suppliers): people who contribute resources to the process.
(Input -inputs / resources): everything that is required to carry out the process. Resources are considered information, materials and even people.
(Process -processes): set of activities that transform inputs into outputs, giving them added value.
(Output -output / product): is what we deliver according to the order that entered. (Costumer - customer): the person who receives the result of the process. The objective is to obtain the satisfaction of this client.
The SIPOC Diagram is a tool that is used both in the field of Six Sigma and in process management in general, (Quality)
The SIPOC tool helps us to represent graphically and at the macro level, the following points:
- The quality of what we have introduced in the process (raw materials, external information, etc.) The quality of what we do in the process (the result of each task alone and its relationship with the others).
Turtle diagram.
The “turtle” is currently used in the automotive (ISO / TS 16949), aerospace (AS9100C), food (ISO 22000) and general (ISO 9001) industries.
The turtle diagram identifies:
- Inputs: includes internal and external customer requirements Outputs: process results.
For a system process, this includes information, reports, or data.
For a manufacturing process, the outputs are the final product, statistical data, and other manufacturing-related documents, as well as any waste from the process.
For any process, the actual output must represent the satisfaction of customer needs.
- What: are the non-human resources needed to perform the tasks Who: are the human resources needed to complete the process How: the necessary operational controls Measures: is a list of performance indicators that indicate success or failure of process.
Each of these elements is visually represented in the following figure:
These types of diagrams are very useful when conducting internal or external audits as they describe what all the inputs, outputs and the means to measure the process are.
We can classify process maps into two types, conventional process map and formal process map, each of them will be described below.
Conventional process map.
It uses the classic classification of processes (strategic, operational and auxiliary) at the time of diagrams or making the map by regulating the strategic processes are placed in the upper part, the operational processes are placed in the middle part of the map and the auxiliary processes At the bottom, the customer's requirements are placed on the left side of the map as the entry of the products and services that the company wants to generate, and on the right side of the map, customer satisfaction appears as a goal to follow for the company.
Formal process map.
This map of processes arises when using the classification suggested by ISO (processes for management activities, processes for the realization of the product, processes of provision of resources, processes of measurement, analysis and improvement. For this reason, this type of map process is common in ISO 9001 certified organizations.
Existing processes should be ordered and placed in a logical spatial and relational arrangement that, if possible, is aligned with the fundamental principles of the standard. The configuration of the processes on the map can be very diverse, depending on the author's knowledge, specific needs, etc.
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
Steps to develop the process mapping.
Define the focus and scope of the mapping.
- Align with the organization's strategy Obtain the commitment of management levels Identify the key stakeholders Define times and necessary resources.
Define the mapping methodology and documentary standard and train those involved.
- Define the methodology.
- BPMN- Business Process Modeling Notation or BPEe- Business Process Explanation Expanded or BPEL- Business Process Execution Language or VSM- Value Stream Mapping
- Objective o Scope o Definition of business process model o Levels of business process modeling o Glossary of terms Symbology o Process map o Business process model o Map of indicators o General standards o Examples of maps and models
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.
Prepare process modeling.
- Confirm your participation with those involved Prepare logistics for interviews, workshops and meetings.
- Human Resources or Material Resources or Financial Resources
Collect information and map processes.
- Information Gathering Techniques o Questionnaires oo Bring a form of findings and recommendations.
- Model from the organization chart o Model from top to bottom o Integrate the accessories of the processes.
Confirm and validate process modeling.
- Confirm maps with key stakeholders Validate maps with sponsors Formally establish mapped model
Outreach mapping.
Outcome Mapping focuses on changes that occur in the behavior of individuals, groups, and organizations with which a program works directly. These changes are called "scopes." Through Outcome Mapping, development programs can attribute contributions to the achievement of outcomes instead of awarding the achievement of development impacts. Although these scopes in turn increase the possibility of obtaining impacts in the development area, it is not necessarily a cause-effect relationship. Rather than attempting to measure the impacts of program partners on development, Outcome Mapping focuses on monitoring and evaluating results in terms of the influence of the program on the role of those partners in the development process.. (Sarah Earl, 2002).
Outcome Mapping
- Defines the scope of the program based on changes in the behavior of direct partners Focuses on how programs facilitate changes rather than how to cause or control them Recognizes the complexity of development processes and the context in which they occur Analyze logical links between interventions and outcomes rather than attempt to attribute outcomes to a specific intervention Place program goals within the broader context of development challenges beyond the scope of the program to incentivize and guide The inventiveness and risk-taking required Requires the involvement of program staff and partners in the planning, monitoring and evaluation phases.
According to (Sarah Earl, 2002) Outcome Mapping is divided into three stages and twelve steps. It is a participatory process, in such a way that, once the members of the program have stated their intentions, decided the strategies to follow in the first place, developed a monitoring system and identified the evaluation priorities, establishing the data that must be collected, they will be able to share a sense of belonging and commitment with respect to the integrity of the initiative and, therefore, integrate these aspects into their daily programming and management activities.
The twelve steps are the elements that make up an Outcome Mapping design workshop. The first stage, the Intentional Design, provides a method to clarify and establish a consensus on the changes at the 'macro' level that it is intended to promote. Intentional design takes place after the program chooses its strategic direction and proceeds to planning its goals, partners, activities, and progress in relation to the desired results.
After specifying the changes that the program intends to promote, the activities that have the best chance of success are selected. The Intentional Design stage helps answer four questions: Why? (vision statement); Who? (Direct partners); What? (Desired outcomes and signs of progress); How? (mission, strategy maps, organization practices).
The second stage, that of Monitoring of achievements and performance, helps the program to clarify its priorities regarding monitoring and evaluation. It provides a framework for continuous monitoring of the actions of the program and the progress of the direct partners regarding the fulfillment of the scopes, the strategies that the program has used to promote these changes and the practices of the organization. The program uses the signs of progress (a set of graduated indicators of the different changes in behavior that are identified in the intentional design stage) to set the standard to be followed with the direct partners and also monitor the achievements. In this stage, maps of the organization's strategies and practices are used to create a framework for tracking performance. If completed regularly,This framework provides the program with the opportunity and tools necessary both to reflect on and improve its performance, and also to collect data on the outcome of the work carried out with direct partners. By using the monitoring framework in stage two, the program gains information that covers broader topics, while planned evaluations in stage three serve to assess a strategy, issue, or relationship in greater depth. In this third stage, Evaluation Planning, the program establishes evaluation priorities to determine which evaluation resources and activities will be most useful to it. The evaluation plan describes the main elements of the evaluations to be carried out and finally,presents an evaluation design. It should be noted that Outcome Mapping provides a method to frame, organize and collect data but does not analyze the information, so the program will continue to have to interpret the data in such a way that it is useful for learning and progress., or to exchange your experiences or results with others. Although all the elements of the Outcome Mapping (such as progress signals and strategy maps) can be used independently. (Sarah Earl, 2002)or to exchange your experiences or results with others. Although all the elements of the Outcome Mapping (such as progress signals and strategy maps) can be used independently. (Sarah Earl, 2002)or to exchange your experiences or results with others. Although all the elements of the Outcome Mapping (such as progress signals and strategy maps) can be used independently. (Sarah Earl, 2002)
conclusion
As we could read in this article, process mapping is a tool that should always be used to try to improve within the organization, it helps us to clarify each of the processes that exist within a company and facilitates the understanding of the other people within it, likewise with its correct application can help us to pass all kinds of audits from internal or external, as well as to receive certifications if necessary.
The correct application of this tool makes it easier for managers to take the organization and decision-making, continuous improvement, growth, and in turn helps to better visualize the areas of opportunity within the company.
Thesis proposal.
Carry out a scope mapping in a company in the Córdoba - Orizaba region
General objective.
Carry out process mapping in a company in the Córdoba - Orizaba region to standardize processes through the use of quality tools such as scope mapping and process mapping and contribute to the growth of the company and for the benefit of the community.
Thanks.
I thank my mother who has given me everything, to the support of my family for giving me the impetus to continue my studies and to my colleagues and friends for supporting me and helping me get ahead.
Bibliography.
Aguirre, F. (June 13, 2011). http://www.gestiopolis.com. Retrieved on February 2, 2018, from
www.gestiopolis.com/mapeo-de-alcancesmetodologia-etapas-atributos-yconveniencia/
Alvarez, MM (May 14, 2015). https://www.gestiopolis.com/mapeo-deprocesos-y-su-alcance/. Retrieved on February 10, 2018, from https://www.gestiopolis.com/mapeo-de-procesos-y-su-alcance/: https://www.gestiopolis.com/mapeo-de-procesos-y- its-scope /
Quality, AE (sf). https://www.aec.es/web/guest/centro-conocimiento/diagramasipoc. Retrieved on February 11, 2018, from https://www.aec.es/web/guest/centro-conocimiento/diagrama-sipoc: https://www.aec.es/web/guest/centro-conocimiento/diagrama -sipoc
Sarah Earl, FC (2002). Outreach mapping. Incorporating learning and reflection in development programs. Ottwa: Editorial Tecnológica de Costa Rica.
TECMILENIO. (sf). http://cursos.tecmilenio.edu.mx. Retrieved on February 11, 2018, from
cursos.tecmilenio.edu.mx/cursos/cfe/fe06046/anexos/explica4.pdf
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