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CHAPTER 8
PURCHASING ANALYSIS TOOLS AND TECHNIQUES
Figure 8.1 provides an example of a linear business process map.
Figure 8.1:
Example of a linear process map.
8.4.5 PROCESS MAPPING LEVELS
Usually an improvement teamwill initially draw a high-level process map to define
and understand key business processes and examine how they work together.
With high-level process mapping, the intent is to obtain a manageable overall
picture of the key processes, showing the complete chain of related activities
within the business.
In a cross-functional process map, the highest or ‘top level’ map for a process
is usually one box with the inputs/outputs, scope, interfaces and measures
defined. The next level, with six to 10 boxes considered a high level, enables
organisations to 1. Determine where the process starts and ends, 2. Identify
what is included in the process, 3. Name the process, 4. State the purpose of the
process, along with its inputs and outputs, 5. Create several process map-flow
charts of the process at a high level, and 6. Identify products and services of the
process. Each box within the high level can then be redefined as a more detailed
process flow chart. Each succeeding process flow chart activity is defined with
a hierarchical numbering scheme and is in a child-parent relationship with the
previous level. An example of a simple cross-functional business process map
showing ever greater levels of detail is shown in Figure 8.2 for making breakfast.
Figure 8.2:
Example of a cross-functional business process map.