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181

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.