Why use it?

A process map is a really useful tool to understand the system as it works currently.

They can be useful to generate change ideas and help to establish a measurement plan, but also to

induct new staff to processes to ensure consistency  

How to use it?

Remember that a process map is a visualisation of how a process happens. It is not a visualisation of your project plan.

1. Decide as a team how detailed you want your process map to be.

2. Begin with your start and end point in the circular shapes shown in the example above. It’s important to agree this from the beginning so you know what is within the scope of this activity.

3. Detail each of your action steps in rectangular shapes and any decision points in the diamond shape. The decision points should be Yes/No answers to keep the process easy to follow.

4. Join up each shape with a directional arrow.

If writing your process map up on the computer, the easiest platform to do this with is Microsoft PowerPoint (or Microsoft Visio if you have it).

Once you have your process map written up, you can check for duplication or wasted time/effort within your process. This can help you identify areas for improvement.

• Where possible, create process maps with post-it notes. People will feel more comfortable making changes to something that feels less permanent, increasing the chance that your map will be accurate. Post-it notes can be moved around if needs be and make the mapping activity much easier

• Ensure that you have everyone who is involved in the process present when you create the process map. This will allow for discussions about all parts of the process, including parts people might do differently

• If you can’t have everyone present, consider starting the map and then leaving it in a shared space (e.g. lunch room) where people can look at it and make changes to it

• When making the map, keep it visible to everyone so that all team members can see what is being suggested

• Once you have a map that people agree on, look for any duplication, any ‘dead ends’ or any steps that don’t add value. Consider focusing your improvements in these areas

• Discuss the parts that people do differently. It may be important to start with reducing variation in these parts of the process before starting other change ideas

• Agree on the beginning and end point before starting your process map

• Once you have created your process map, take photos of it so that you remember and have a record of what you have produced

• Consider having a patient look over your process map (where appropriate) to check whether your understanding of what they experience is correct