Process mapping is a foundational technique for business improvement, offering a structured, visual method to understand operational mechanics. This practice involves documenting the sequence of activities that transform inputs into desired outputs. The “As-Is” map specifically captures the current reality of a process, providing an objective snapshot of how work is performed today. Developing this documentation is the necessary first step toward identifying opportunities for greater efficiency and effectiveness.
Defining “As-Is” Process Mapping
An “As-Is” process map is a visual representation charting the precise steps, inputs, and outputs of an existing workflow. Unlike a written procedure manual, the map graphically illustrates the end-to-end flow, showing the movement of materials, information, or people between different operational points. The map documents the actual, often undocumented, sequence of activities occurring within the organization. This current state visualization serves as a verifiable baseline, offering a shared understanding of operational reality. Establishing this baseline is a prerequisite for accurately measuring performance.
The Strategic Value of Mapping
Mapping current processes provides significant strategic benefits that guide organizational change. The visual nature of the map immediately highlights areas where work accumulates, pinpointing bottlenecks that slow down the entire cycle time. Teams can systematically trace the flow to identify redundant steps where the same information or task is duplicated across different functions. Process documentation also exposes non-value-added activities (NVA), which consume resources without contributing to the final outcome desired by the customer. Pinpointing these inefficiencies allows management to reallocate resources to tasks that directly support strategic objectives.
Essential Elements and Notation
Effective process documentation relies on a standardized, simple set of graphical symbols to communicate the flow clearly. The basic shapes represent the type of action occurring at each point in the workflow.
An oval shape typically marks the start and end points, defining the boundaries of the documented process. Rectangles represent a specific process step or action where work is performed. Diamond shapes signify a decision point, where the flow branches into two or more paths based on a specific condition.
Arrows, known as flow lines, connect these shapes, indicating the direction and sequence of the work. To illustrate functional responsibilities, the map employs horizontal or vertical partitions called “swimlanes.” These lanes separate activities performed by different departments, roles, or systems, showing how work moves across organizational boundaries. Utilizing these components ensures the map is readable and accessible to all stakeholders.
Step-by-Step Guide to Creating the Map
The initial phase requires defining the process’s scope and boundaries with precision. This answers two foundational questions: where does the process begin, and where does it end? Establishing clear start and end points prevents the scope from expanding unnecessarily, ensuring the mapping effort remains focused on a manageable workflow.
Identifying and gathering the correct stakeholders is the next necessary action for accurate documentation. The mapping team must include individuals who execute the process daily, those who manage it, and those who are its internal customers or suppliers. These participants provide the necessary perspectives to build a complete and truthful representation of the current state.
Data collection follows, and it is the most labor-intensive part of the exercise. While interviewing participants is necessary, the most accurate data comes from observing the real work as it is being performed in the operational environment. Relying solely on self-reported steps can lead to documenting the perceived process rather than the actual process, missing hidden workarounds and inefficiencies.
Once the data is collected, the team can draft the initial map using the agreed-upon notation and flow lines. This draft sequences the observed steps and decisions into a logical visualization. The focus at this stage is completeness, ensuring every action, handoff, and delay is represented sequentially.
The final step is validation and refinement of the drafted map. The team must review the draft with all relevant stakeholders, particularly the front-line workers, to confirm its accuracy. Any discrepancies between the documented flow and the operational reality must be resolved and the map revised until consensus is reached, certifying the map as a true representation of the “As-Is” state.
Analyzing the “As-Is” Map
Once the “As-Is” map is validated, the focus shifts to a rigorous interpretation of the captured data to diagnose operational health. Analysts begin by measuring performance metrics directly against the mapped steps, focusing on cycle time and lead time. Cycle time measures the time taken to complete a specific task, while lead time measures the total time from the start of the entire process to its completion.
This measurement allows for the quantification of waste identified visually, such as time spent in waiting states or on redundant activities. Analysis involves performing a root cause analysis at each identified pain point or bottleneck to uncover the underlying cause driving the inefficiency. The analytical phase transforms the map into a powerful diagnostic instrument, providing the objective data needed for informed decision-making.
Transitioning to “To-Be” Design
The analysis of the “As-Is” map provides the necessary foundation for designing the optimized future state, known as the “To-Be” process. Diagnostic insights directly inform the redesign, targeting the elimination of identified bottlenecks and non-value-added steps. The goal is to leverage that understanding to create a more efficient and customer-focused workflow.
The “To-Be” map visually documents the proposed changes, demonstrating how the process will operate after improvements are implemented. Starting with an accurate, validated “As-Is” baseline ensures that the proposed “To-Be” solutions address the root causes of inefficiency and performance gaps.