Process Maps - Start and End

[Bifften]

I've attached some PDFs as a small example of some of my work. Its all done in Visio2007 and is fully interactive and hyperlinked when normally presented with built in screenshots and attachments where relevant. 'Shadowed Boxes' take you to other directories or processes when viewing in Visio. The aim is to produce these maps for the entire organisation.

My query is just whether Drawing4 should contain an 'END' as it is performed as a part of Drawing3 - which is itself a process with an END of itself (although in this case its a cycle (bad example I selected )).

This is common throughout the process maps I am doing. Would you guys here class these (Drawing4 for example) as a Process Map? I'm unsure on the exact definition.

Many thanks again.

 

[Peter Fraser]

I've attached some PDFs as a small example of some of my work. Its all done in Visio2007 and is fully interactive and hyperlinked when normally presented with built in screenshots and attachments where relevant. 'Shadowed Boxes' take you to other directories or processes when viewing in Visio. The aim is to produce these maps for the entire organisation.

My query is just whether Drawing4 should contain an 'END' as it is performed as a part of Drawing3 - which is itself a process with an END of itself (although in this case its a cycle (bad example I selected )).

This is common throughout the process maps I am doing. Would you guys here class these (Drawing4 for example) as a Process Map? I'm unsure on the exact definition.

Many thanks again.

To me, 3 and 4 are the only process descriptions - OK, the others are "maps" in one sense, in that they help you to find your way around. Don't get hung up on "cycles" - most if not all business processes are repeated, but you never go back to the start, you just start afresh each time.

One problem with using Visio, and especially going across the page, is that you zigzag around, so yes you probably need to show where you start and end. If you went down the page, the top of page 1 is the start, and the foot of the last page is the (very) end, and you don't need to label them.

Another problem with using Visio is that you are more or less forced to fit a "process" on to 1 page, so you end up with "bits" of processes that fit on a page, or with very high level process descriptions.

Remember that what you have drawn are not "processes", they are "process descriptions", the aim of which is presumably so that other people can follow what to do. That should help you decide whether you need to say when to stop.

 

[JaneB]

Re: Processing Maps (Start and Ends)

I specifically use the term "trigger" for what starts the process, and also emphasise the "Objective" of the process (in other words, why you start it in the first place, and how you know you have completed it).

Yes, Ialso like (& tend to use) the term 'trigger' for what starts the process. Something kicks it into action.

And "inputs" don't always go in at the start, or "outputs" come out at the end. That is one of the worst "outcomes" of the ISO definition, which is built around production line thinking.

Very, very good point - thanks for reminding us! And perhaps particularly the case for service based organisations - often overlooked, as you say, by those whose focus or bias is purely manufacturing / production line.

 

[Bifften]

To me, 3 and 4 are the only process descriptions - OK, the others are "maps" in one sense, in that they help you to find your way around. Don't get hung up on "cycles" - most if not all business processes are repeated, but you never go back to the start, you just start afresh each time.

One problem with using Visio, and especially going across the page, is that you zigzag around, so yes you probably need to show where you start and end. If you went down the page, the top of page 1 is the start, and the foot of the last page is the (very) end, and you don't need to label them.

Another problem with using Visio is that you are more or less forced to fit a "process" on to 1 page, so you end up with "bits" of processes that fit on a page, or with very high level process descriptions.

Remember that what you have drawn are not "processes", they are "process descriptions", the aim of which is presumably so that other people can follow what to do. That should help you decide whether you need to say when to stop.

Drawing1 and Drawing2 were just uploaded to put Drawing3 and Drawing4 in context really. I agree that they themselves are not maps or processes.

Agreed on the cycle point too. I just uploaded a bad example - in the case shown it is a cycle as we decided its a continuous proceses always performed and repeated at set regular times (throughout the month) rather than other processes that may be more ad-hoc and hence Start - End - where appropriate.

I agree with the problem of forcing a process on 1 page. Its an issue I have discussed with my manager. The issue we have is ideally we would like the processes to be printable. I have decided to work on either landscape A4 pages or portrait A3 pages. I find almost all processes will fit on an A3 page! Visio is also great when uploaded to HTML format. The pan zoom feature means any area of a process can be looked at very easily.

I think there may be another thread just opened on this which I will read shortly but could you elaborate on what you mean by the difference between 'process' and 'process descriptions'?

 

[Peter Fraser]

I think there may be another thread just opened on this which I will read shortly but could you elaborate on what you mean by the difference between 'process' and 'process descriptions'?

The process is what you do. It happens whether you have defined it or not, and it probably varies slightly each time you do it. When you define it or describe it, you will invariably not describe it in absolute detail, or cover all the eventualities which may possibly arise. In fact you (sorry, other people!) may define something that never actually happens.

It is much the same as showing an auditor a full ring binder, or the electronic equivalent, and saying "this is our management system". No way - it a description of (hopefully) most of what constitutes your system - but the auditor won't accept your word for it. They have to look at the system in action - ie how your processes are actually implemented, and the resources etc you have available.

 

[curryassassin]

This is why we have training / competency / knowledge management (whatever you want to call it) and system / process measurement and feedback (plan/do/check/act). Sometimes you have a whole bunch of policies and procedures, and it is only when you start to process map that you actually find things may not be done exactly as planned, so you have the opportunity to review the process and make improvements. This, I think, is another of the many benefits to undertaking a process mapping exercise. Once the process is agreed, you can measure and act on the data/information from the process to make adjustments. Also, some processes could be described in absolute detail via a process map, and may actually replace a procedure.

 

[Patricia Ravanello]

Hello Bifften,

1) I'm always a bit mystified about the utility of flow charts that provide a "skeletal" or "cryptic" view of the process. I see them only as a first kick at the cat in creating a Procedure or Work Instruction.

Or maybe, I'm misunderstanding - do you have other documents that add the meat to the bones? Are the sample flowcharts (last 2) you've attached what you use (or plan to use) for training and auditing?

I also use Visio for flowcharting...just to give you another example, I've attached a multi-page Work Instruction. My flowcharts are somewhat of an anomaly to what is usually posted here, but it'll give you another take on the subject...

In a effort to reduce documentation, I try to ensure that my flow charts (whether Procedural or Work Instruction) are comprehensive, and don't require further narrative support. They include: who's responsible, the needed inputs, the sequence of activities to be performed and/or the intent/objective, the expected output, and cross-references (with hyperlinks) to any other Procedures or Work Instructions that might provide further detail, or which interface with the process. These flow charts also distinguish between process steps, inspections or reviews (which are like milestones in a process), and decision outcomes, where there are multiple outcomes possible and multiple paths to follow (something that narratives don't do very well).

This way, the flow charts can be used as effective Training Documents (including self-directed training, which is what many companies resort to), and further, can provide a clear path for Internal Auditors to follow, to allow them to truly comply with the "process approach" to auditing.

Again, I stress...it's just another perspective on the topic.​

2) Why the aversion to multi-page flow charts?

3) Start/End...most processes do have them...sometimes activities lead to and end in another Procedure or Work Instruction, and sometimes they flow around in a continuous cycle, or simply come to an end.

Of course, as always...you have to do what works for your organization.

Patricia Ravanello

 

[Bifften]

Patricia - Firstly thank you such a great response.

Hello Bifften,

1) I'm always a bit mystified about the utility of flow charts that provide a "skeletal" or "cryptic" view of the process. I see them only as a first kick at the cat in creating a Procedure or Work Instruction.

Or maybe, I'm misunderstanding - do you have other documents that add the meat to the bones? Are the sample flowcharts (last 2) you've attached what you use (or plan to use) for training and auditing?

​

The intention is for the flowcharts to be used as a training tool and then as a reference for process users (and owners) whenever needed. They will also be used for internal auditing.

The aim is to make them easy to follow - the people using them will not neccessarily be used to following process maps or flowcharts (warehouse workers / customer services / administration / finance / estimators) , there will be hundreds of these maps so it is not meant to be a high level policy.

As they are intented to be step-by-step I have tried to make the pages less busy than some others I have seen on here.

I also use Visio for flowcharting...just to give you another example, I've attached a multi-page Work Instruction. My flowcharts are somewhat of an anomaly to what is usually posted here, but it'll give you another take on the subject...

In a effort to reduce documentation, I try to ensure that my flow charts (whether Procedural or Work Instruction) are comprehensive, and don't require further narrative support. They include: who's responsible, the needed inputs, the sequence of activities to be performed and/or the intent/objective, the expected output, and cross-references (with hyperlinks) to any other Procedures or Work Instructions that might provide further detail, or which interface with the process. These flow charts also distinguish between process steps, inspections or reviews (which are like milestones in a process), and decision outcomes, where there are multiple outcomes possible and multiple paths to follow (something that narratives don't do very well).

This way, the flow charts can be used as effective Training Documents (including self-directed training, which is what many companies resort to), and further, can provide a clear path for Internal Auditors to follow, to allow them to truly comply with the "process approach" to auditing.

Again, I stress...it's just another perspective on the topic.

Some great points there.

I have attached the key I will be using. Each step will have space for icons which link to further information / screen shots / attached files / websites where appropriate (to that activity box)

All pages will be linked through the directories as shown in the previous PDFs so there should be logic to it (hopefully)!.

I will now include a tag on each map describing the 'objective' of the process and the persons (job titles only) responsible.

​

2) Why the aversion to multi-page flow charts?

It is just prefered that a flow (from Start to End) can be printed and easily viewed on screen (panning when required). Where not possible I can link to a second page as required.

3) Start/End...most processes do have them...sometimes activities lead to and end in another Procedure or Work Instruction, and sometimes they flow around in a continuous cycle, or simply come to an end.

Of course, as always...you have to do what works for your organization.

Patricia Ravanello

I sense with the start / ends I just have to make a decision and be consistent throughout!

 

[JaneB]

I sense with the start / ends I just have to make a decision and be consistent throughout!

Yes! You may find you need to do a few, to get a feel for how it will work. Often a good place to start with is a pilot - try out your ideas on a small scale, get some feedback for confirmation of the approach, modify if necessary, and then keep going.

Sounds good to me. I prefer less busy flow charts myself - but as I, Patricia and others have pointed out, it is 'horses for courses' or 'one person's meat is another's poison' etc. Ultimately it has to be what works for you.

 

[Patricia Ravanello]

Hi Bifften,

Thanks...I think you're one the right track. Looking forward to your future posts.

Patricia