NATIONAL ECONOMICS UNIVERSITY

FACULTY OF BUSINESS MANAGEMENT

Section 5
Process Mapping and
Analysis
Lecturer: Mai Vũ Xuân Hoành
Course: Business Process Managemen

Hanoi – 2020
 SECTION 5 LEARNING OUTCOMES

• Work through the various steps in process mapping

and analysis.
• Assess a process to determine how effective it is in
achieving its desired outcome(s).
• Determine to what type of activity each step in a
process belongs.
• Understand when and how to apply the various tools
of process mapping.
• Change a process to make it more effective and
efficient by either refining the current process or
designing a new replacement process.
Process Analysis at AHMP: What and
Why?
What is process mapping analysis?
A technique for documenting activities in a detailed,
compact, and graphic form
Why do process mapping analysis?
Help managers improve the effectiveness and
efficiency of processes by identifying and eliminating
sources of waste and inefficiency
Process Mapping as a Process
1. Determine desired process outcomes and metrics.
2. Identify and bound the critical process.
3. Document the existing process (“current state”
map).
4. Analyze the process and prioritize opportunities for
improvement.
5. Recommend changes (“future state” map).
6. Implement changes and monitor improvements.
Step 1: Identify Desired Outcomes in
Advance
What should the process achieve?
Reduced cost
Shorter lead time
Improved quality
Availability/reliable deliveries
Identifying Desired Outcomes at
AHMP
Using a Metric for Time to Enter Orders
Step 2: Identify and Bound the Critical
Process
Critical processes typically are one of the
following:
1. A bottleneck
2. Visible to the customer
3. Consumes largest amount of resources
4. A shared process
5. Greatest level of variance
6. A unique skill or core competency
Step 3: “Current State” Map (1 of 3)
Current State: the “as is” state of the processes
A process map is a diagram of the process activities.
Identify minimum acceptable level of detail on map.
Use different process mapping and analysis
techniques.
Watch for “hidden” steps.
Capture relevant data.
Step 3: “Current State” Map (2 of 3)
Process Flow Table: record of process activities,
key attributes, and their sequence

Process Activity Types

Student Activity (1 of 2)
“Staple Yourself to an Order.” Pick a process and
become the order within it. What steps were
involved? How long did it take for the process to
complete operations? What did you learn? What
surprises did you uncover?
Three Basic Charting and Analysis Tools
for Meaningful Process Mapping
1. Process flow table
2. Physical layout diagram
3. Process summary table
Step 3: “Current State” Map (3 of 3)
Physical Layout Diagram: documents horizontal and
vertical movements
Physical Layout Diagram
Attributes to Capture in Documenting
Current State of a Process
1. Number of steps in the process (broken down by
category).
2. Distance covered by workpieces in the process (both
vertically and horizontally).
3. Time required for activities (minimum, maximum,
average, variance).
4. Value orientation of the activities (value-adding or
not).
5. Number of departmental boundaries crossed by
workpieces.
6. Number of departments involved in each activity.
7. Number of people who touch or come into contact
with the workpiece or activity.
Step 4: Analyze and Improve (1 of 2)
Activities can be:

Value-Adding: moves an item closer to the form or

location desired by customer

Necessary but not Value-Adding: needed but

doesn’t directly add value

Waste-Generating: consumes resources without

adding value

Question Mark: not easily categorized; keep asking

“why?” to get to root reason for these activities
Step 4: Analyze and Improve (2 of 2)

Dispositioning: what should be done with a

specific activity
• Keep: leave intact
• Combine: merge an activity with others that
are similar
• Rethink: modify to improve value-adding
• Eliminate: drop the activity; appropriate for
waste activities
Repositioning: where to position an activity in
the overall process
Step 4: Analyzing Processes at AHMP
Process Flow Table for AHMP Order Entry Process
Step 5: “Future State” Map

Prioritize identified process improvements:

1. Make change immediately
2. Postpone change pending resources
3. Determine if change is not desirable or
feasible
“Future State” Map at AHMP
Future State Process Flow Table for AHMP
Process Summary Table for AHMP
Process Summary Table for AHMP

Current Proposed Difference

Activities # Total # Total # Total
Time Time Time
Operations (O) 4 30 4 22 0 8
Inspections (□) 2 15 0 0 2 15
Transportation 4 150 2 2 2 148
s (⇒ )
Storages (∇) 0 0 0 0 0 0
Delays (D) 7 3915 0 0 7 3915
Distance 950 <15 935
(feet/meters)
Step 6: Implement Changes and Monitor
Improvements
Process improvement demands:
• Multiple iterations
• Trial and error
• Monitoring and support
Other Process Mapping Tools
Process Flow Diagramming: a technique used to
indicate the general flow of plant processes and
equipment
Value Stream Mapping: a mapping technique that
analyzes the flow of material and information
needed to bring a product to the customer
Swim Lanes: visual element in process flow
diagrams or flowcharts that organizes the
activities into groups based on types of tasks
Service Blueprinting: an approach similar to
process mapping that analyzes the interface
between customers and service processes
Process Flow Diagram
Process Flow Diagram: Dry-Mill Ethanol Process for
Converting Corn to Fuel-Grade Ethanol
Swim Lanes for an Order Fulfillment
Process
Swim Lanes for an Order Fulfillment Process
Service Blueprint for a Hotel Stay
Service Blueprint for a Hotel Stay
Student Activity (2 of 2)
Select a service on campus and create a service
blueprint for this service. How did the service
blueprint help you to understand the process? What
process improvements do you recommend?
Process Mapping and Analysis: A
Summary
1. Process mapping and analysis is a multistage
process.
2. Processes can be characterized into six basic
activities (operations, decisions, storage activities,
transportation activities, delays, and inspections).
3. Multiple tools, including graphs, help to document
the “current state” and “future state” of
processes.
4. Service blueprinting can be expected to see
greater usage as services become more important
to customer.