Process Mapping and Evaluation

Process Mapping and Evaluation

In this lesson, you’re expected to learn:
– the basics of a business process and process mapping
– process performance indicators
– how to evaluate and improve a process

Process mapping requires describing processes in terms of how the activities within the process relate to each other.

There are many techniques that can be used for process mapping. However, all these techniques serve the similar purposes of identifying the different types of activity that take place during the process and show the flow of materials, people, and/or information through the process.

There are also several standards of business process notation.

Although there is no universal set of symbols, used all over the world for any type of process, there are some that are commonly used, as shown below:


[Optional] What is a business process?
How a Customized Process differs from a Standard Process

Let’s use an example to distinguish between the two processes.

In the example below, we can see two different sandwich-making processes: standard and customized.

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Customized vs. Standard Process
• In the standard process, sandwiches are made in a central kitchen, then moved and stored at the outlets (make-to-stock). Sandwiches are sold to customers as they are.
• In the customized sandwich process, the customers can specify the type of bread and combine it with different fillings (assembly-to-order).
[Optional] The Pitfalls Of Process Mapping And How To Avoid Them
Watch this 3-minute video to learn more:
One significant advantage of mapping processes is that we can use indicators and each activity can be systematically challenged to improve the process.

There are several indicators that we can use to measure process performance.

Here are some of the basic process performance indicators that can be used to measure, set targets, and improve process efficiency:
Enlarged version:
Evaluating a Process
• When evaluating a process you should first try to identify the activities that add value to products and services, such as a surgical intervention in a hospital operation.

• The remaining activities are non-value-adding; however, some are still indispensable, such as documenting the surgical interventions in the hospital.

• Non-value-adding and dispensable activities should be the first focus of treatment (we are going to see how to deal with them in the upcoming lessons).

Enlarged version:

As you walk through a process map, you should look for improvement opportunities and for reducing its cycle time.
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[Optional] Process Improvement Cycle Times
[Optional] Setting Process Improvement Up for Success
Watch this 3-minute video to learn more:
Jim Rohn