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Process Mapping
and
Procedure Writing
Name of presenter:
Title of presenter
Date
 What is a process?

A process is defined as:

set of interrelated or interacting
activities that use inputs to
deliver an intended result

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 Process
Input (A value adding set of Intended result
activities)

Requirements Result of a
specified process

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 ..

“Intended result” of a process is expresses by

output, product or service depending on the context of
the reference.

Processes in an organization are generally planned

and carried out under controlled conditions to add
value.

⁂ The systematic management of processes and

their interactions to achieve intended results is
Called Process Approach.
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 All organizations use processes to:
set interrelated or interacting activities
transform inputs into outputs
build in checks to meet objectives and
promote continual improvement.

The process approach integrates

processes into a complete system to
achieve strategic and operational
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objectives.
 .
 Each process has customers and other
interested parties that are affected by the
process and who define the required outputs
according to their needs and expectations

 All processes should be aligned with the

objectives of the organization and be
designed to add value

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 Understanding process approach to quality management

The process approach is a way of obtaining a

desired result, by managing activities and related
resources as a process
 The purpose of the process approach is to
enhance an organization’s effectiveness and
efficiency in achieving its defined objectives
 A process approach is a powerful way of
organizing and managing how work activities
create value for the customer and other interested
parties
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 Traditional approach Vs. process approach

In the traditional functional approach:

•Organizations are usually managed vertically,

with responsibility for the intended outputs
being divided among functional units,

•The end customer or other interested party is

not always visible to all involved,

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 Functional/traditional Model
Organizational structure defined based on functional units

GM
A
D1 D2 D3 D4 D5 D6

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 Functional orientation
Process disconnection across departments in an
organization with functional orientation

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 Example on the result of functional approach

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 Example on…

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 Example on…

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 Example on…

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 Example on…

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 The process approach in the contrary:
Introduces horizontal management,
crossing the barriers between different
functional units and unifying their focus to
the main goals of the organization
It also improves the management of process
interfaces
The processes are managed as a system, by
creating and understanding a network of
the processes and their interactions

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 Process linkage across departments in an organization
with process orientation

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 Functional vs. Process Approach
Functional Approach Process Approach
Communication barriers, Better communication,
Blames, Grapevines, adverse eliminate barriers
relationship Rationalized activities
Non value adding activates Aligned based on value
exist adding sequences
 Hierarchical Resources are better
Resources are not properly utilized
allocated and utilized One Manager for the whole
No responsibility for the range of the process
whole range of the process
Inspection and firefighting

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 Process mapping
Process mapping is the first step of process
management.

A process mapping provides a thorough understanding

of the inputs, outputs, and interrelationships within
each process that helps you:
Understand how processes interact in your
business system,

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 Identify & locate process flaws that are
creating systematic problems, such as
poor quality of customer service,
Avoid unnecessary risk at a reasonable
cost,
Identify internal controls within
processes,
Identify processes that need to be
reengineered,
Improve customer satisfaction.

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 In general we can describe four types of
processes as follows:
1. Processes for management of an organization:
These include processes relating to strategic
planning, establishing policies, setting
objectives, providing communication, ensuring
availability of resources needed ,
2. Support processes. These include all those
processes for the provision of the resources,
Competence, Awareness, Communication, and
Documented information that are needed for the
processes for managing an organization, for
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Operation, and for Performance evaluation.
 Type of Processes…
3. Operation processes. These include all processes that
provide the intended output of the organization.

4.Performance Evaluation Processes. These include those

processes needed to measure and gather data for
performance analysis and improvement of
effectiveness and efficiency. They include monitoring,
measuring, auditing and Management review
processes.
Corrective action and improvement are an integral
parts of the management, Support and operation
processes.

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 Example of process linkage: Training process
Customers
 .
Operation Processes
Training Training
Need Course Training Training Training
assesment develop Program Request Resource
ment Publicizing Processing Preparation

Training
Delivery

Management Processes Performance Evaluation Support processes

Processes
Personnel administration
Training evaluation Training
Strategic planning Internal quality audit Utilities administration
Annual planning Customer feed back Transportation
Training process Data analysis Accounting
management Management system review Document control
.Planning to address risks Record control
and Opportunities Cafeteria Service
23 Internal communication
 Hiring Process –Cross- functional Map View

Requesting
Qualif
Department Candi

Administration

Recruiter
Market Place Job Seekers
 Key elements in formulating process maps

1. Select People
2. Define Process
3. Gather Data
4. Construct Maps
5. Analyse Maps
6. Issue Recommendations

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 3. Gather data
 Three basic methods to collect the
process information necessary to
create a map:

• Self-generate,
• One-on-one interviews,
• Group interviews.

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 Flowchart Method for Constructing process
maps
 A flowchart is a graphic representation of the
sequence of steps that make up a process .

The more intelligence built in to the flowchart, the

greater its usefulness.

By intelligence, we mean the use of symbols to

represent what actually takes place in the work
process.

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 Flowcharting …

... Boundary (Start, End): Identifies the beginning or end

of a process.

Operation: Identifies an activity or task in the

process, which changes an input. Usually, the
name of the activity or task is written inside.
Movement or Transportations : Indicates movement
of the output between locations.
Inspection: Identifies that the flow has stopped in order
to evaluate the quality of the output or to obtain an
approval to proceed.
Delay: Identifies when something must wait
or is placed in temporary storage.

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 Flowcharting …
… Storage: Identifies when an output is in storage waiting
for a customer. Activities classified as storage
generally differ from delays according to the duration
of the wait and the need for some type of authorization
to retrieve the item from storage.

Decision: Identifies a decision or branch point in the

process: Write the decision inside. Label each path
emerging from the decision block with the options,
such as yes, no, or complete, incomplete, etc.

Document: Identifies when the output of an activity is

recorded on paper. Write the name of the document
inside.

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 Flowcharting …
… Database: Identifies when the output of an activity is
electronically stored(entered in to a database). Write
the name of the database inside.
Connector: Indicates that an output from this
flowchart will be an input to another flowchart. Write
A A
a letter inside the circle to represent the output
input. Sometimes an arrow is used along with the
circle to denote whether the circle represents an
input or an output.
Arrow (flow of inputs/outputs): Indicates the sequence
and direction of flow within the process and usually the
transfer of an output of one activity to the next activity for
which it becomes an input. Use arrows to show movement
from one symbol to another.

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 Steps in flowcharting a process
1. Decide on the process to flowchart;
identify process name
2. Define the boundaries of the process: the
beginning and the end
3. Describe the beginning step of the process
in an oval flowchart symbol;
Start

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 Steps in flowcharting a process …

4. Ask yourself "what happens next?" and

add the step to the flowchart as a
rectangle.

Activities

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 Steps in flowcharting a process …
5. When a decision point is reached, write the
decision in the form of a question in a
diamond and develop the "yes" and "no"
paths. Each yes/no path must re-enter the
process or exist somewhere;

Decision

No
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 Steps in flowcharting a process …

6. Repeat steps 4 and 5 until the last step in

the process is reached;
7. Describe the ending boundaries/step in an
oval flowchart symbol.

End

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 Examples of flowcharts
Flow Chart For the Operation process Of Electric
Cables Producing Company
Receiving
Contract/order

Review Contract/ Order

No
Capable to Notify Customer
deliver?

Yes

Purchasing

Yes

Production Client Deliver

No Specification requireme
met? nt met?
?

Yes No

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 Flow diagram(chart) for purchasing of new material for
production department.

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 Procedure Writing
What is a procedure?
A procedure is a specified way to carry out an
activity or a process.

 It prescribes how one should proceed in

certain circumstances in order to produce a
desired result.

 There are no universally recognized rules

when it comes to writing procedures.

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 What is a procedure?...
There are many widely used conventions, but
none that you could properly consider
“generally accepted”.

 The following slides will provide guidelines,

tips and tools that you will find helpful in
structuring and writing effective procedures.

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 What are the value of procedures?

Procedures are written for the purpose of

improving the quality of the product or
service and of maintaining the quality at a
consistent level,
Procedures must be of use and must be
part of the organization's control system,
Procedures must be easy to read and easy
to understand.

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 Procedures should provide:

 Clear Transmission of Information

 Improved Analysis

 Uniformity of Understanding (Improved

Understanding)

 Improved Control.
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 Improved Analysis :..

Gaps in the chain of

communication,
Omitted activities,
Duplication of effort, and
Conflicting instructions.

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 Effective procedures should be:

 Understandable
 Actionable
 Auditable
 Mandatory

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 Keys for developing good procedures

1. Understanding your Audience/Reader

 the targeted user must be able to read,
understand and follow the procedure,
 Write in a language a reader understands it,
 Keep in mind low level reader.

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 Keys for developing good procedures…

2. Understanding what you are writing about

 Business goal
 Expected Result
 Action to perform
 The qualification needs
 Tools, materials equipments needed
 Dangers/Cautions
 Common mistakes and their solutions

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 Keys for developing good procedures…

3. Make procedures users friendly/Readers friendly

KISS( Keep It Simple and Short)

 Write in active voice
 Define your terms
 Give examples
 Use pictures, flowcharts
 Anticipate problems and provide
troubleshoots
 Be consistent
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 Keys for developing good procedures…
4. Testing and Revisiting
Testing the sequence and then ask
Did I omit any step?
Is there any unnecessary information?
Do I need to add any tips, suggestions and
graphics?
Have I included the necessary warnings
and precautions?

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 Steps for developing procedures
Step 1: Pre – development activities

Identify and prioritize needs for developing

procedures
Authorized assignment of responsibilities
Prepare schedule and plan for developing
procedure
Create procedure for developing procedures.

Note: Prepare the organization for introduction of

procedures by establishing awareness program

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 Step 2: Preparation of the first draft procedure

Define the scope of the procedure

Collect and document current information by consult
all existing Organizational charts, Job descriptions,
and Responsibilities and authorities
Obtain cooperation of all employee
Select suitable format/content and option for writing
the procedure
Develop the procedure using selected option and
content

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 …
Step 3: Obtain comment on the draft procedure
and incorporate changes to the draft

Step 4: Approve and distribute the procedure

Step 5: After implementation, review the

procedure,

Step 6: Withdraw the procedure when it

become obsolete
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 Contents of a procedure

1.Number and Title: for identification

and cross referring purpose
2.Purpose: Reason for its existence
3.Scope: Serves as a qualifier. It defines
parts to be covered and where in the
organization the procedure applies.

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 Contents of a procedure…
4. Reference: Lists other procedures ,work
instructions or specifications that provide detailed
instruction on some part of the activity.

5.Key Performance Indicator (KPI): is a measurable

value that demonstrates how effectively a company is
achieving key business objectives or criteria
established. Organizations use KPIs to evaluate their
success at reaching targets.

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 Contents of a procedure…

6. Definition: Defines terms which might not be clear

to the users of the procedures. It is best to define
words that have a specialized meaning in one
particular procedure.

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 Contents of a procedure…

7. Activity/Procedure: the actual agreed instruction

of tasks to do the job.
Keep the following questions while defining the
activity steps:
 WHO is responsible for the activity?
 WHAT prompts him to do this?
 WHAT does he/she use/need to do this?

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 Contents of a procedure…
WHERE does he/she send it to?
WHICH records are kept as proof?
WHEN is the activity to take place?
WHAT happens next?
For each step, indicate
• Responsible person
• What is to be done
• Documented Information to be used
• Monitoring and Measurement

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 Contents of a procedure…
8. Retained Documented Information /Records:
defines the evidence that must be kept.

9. Plating: The code at the top or bottom of a page.

The purpose of this is to assist in Control of
documented information ( checking that the
procedure is complete and the latest version).

Note: A contents page, a distribution list or an

amendment record sheet may be added as required

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 TIPS TO COMPILING A PROCEDURE…

Note: The departmental procedures and

work instructions should preferably be
compiled by the departmental personnel.

Options/methods for writing procedures

Flowcharting method

Textual method
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.

Issue History
Issue No. Description of Originator Issue date
change
1 Initial release DD/MM/YY

Reference Document
Document Number Document Title
.

5.Key Performance Indicator (KPI): Measurable value

that demonstrates how effectively a company is
achieving key business objectives or criteria
established.
 . RESPONSIBILI
INPUTS PROCESS OUTPUT
TY
1

3 5

7 9

10

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.
PROCESS
DESCRIPTION
NO.
1

9
 SYNDICATE EXERCISE 10

1. Develop a procedure for

one of your business
processes.

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 Thank you

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