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CHAPTER 8
PURCHASING ANALYSIS TOOLS AND TECHNIQUES
8.4.6 PROCESS MAPPING TOOLS AND CREATING A PROCESS MAP
Software tools are available for mapping business processes and workflows and
most of them define business processes using graphical symbols or objects.
To create a process map:
1. Review the process being studied and the boundaries defined for the project.
2. Determine the type of chart to be created.
3. Have participants who are involved in the day-to-day process identify the
steps in the process. Write each step on a self-stick note or card using the
appropriate symbol.
x
x
For ‘as-is’ charts, include rework loops, delays, etc. For ‘should-be’ charts,
include only the work and flow desired.
4. As a team, arrange the steps in order (by posting the self-stick notes on a
blank flip chart, whiteboard, or table):
x
x
Eliminate duplicates; combine similar ideas and agree on wording.
x
x
Determine and maintain a consistent level of detail.
x
x
The process flow should be developed in one direction, usually left-to-right
or top-to-bottom. This clarifies the sequence of events.
5. Discuss the results with those individuals in the company who perform the
various functions to ensure that the process chart matches reality and is
accurate. Adjust as needed: If it is discovered that a step has, or steps have,
been missed then the self-stick notes should be moved and new step/s
inserted as required.
6. When complete, the tasks should be numbered sequentially through the
most direct route.
7. Add numerical data related to the business process by annotating the
workflow. Several variables commonly associated with process activities
are as follows: cost, time, head count, quality, and value added.
8. Transfer the completed map to paper and/or computer: Be sure to date the
map and provide names of those involved in the mapping process.
8.4.7 PROCESS MANAGEMENT APPROACH AND THE ROLE OF
MANAGEMENT
To improve processes, management must be closely involved in:
• Defining prioritising core business processes important for business success
and survival and mapping these processes.
• Constituting a team to carry out the process mapping and improvement
exercise which is cross functional and comprised of those most closely
associated with the processes to be mapped and improved.
• Taking ownership of process mapping and improvement initiatives through
taking personal responsibility; being involved on a constant and consistent
basis through continuous communication with the process mapping team
and others in the organisation who are involved in the process and through
decision making.