PROCESS MAPPING 2
Discussion Thread: Process Mapping
Concept
Designing, recording, communicating, and enhancing the workflow inside a company are
all made possible with the help of1process mapping. Enhancing customer happiness, cutting
costs, and increasing efficiency are the three main objectives of process mapping. Process
documentation helps an organization become more standardized and consistent, which increases
productivity and makes it easier for everyone, even new hires, to know exactly what has to be
done at all times. Process mapping guarantees that all participants have a clear understanding of
roles and responsibilities in business processes. Process mapping is crucial for ensuring efficient
execution of current operations and re-engineering them for even greater efficiency (Mainville,
2022).
When doing a process analysis, several activities, including tasks, flows, and storage
locations, are performed concurrently. Tasks can be represented as rectangles, flows as arrows,
and storage spaces as inverted triangles in a figure. Different flows are shown emanating from
decision points, which are depicted as diamonds. In a slot machine, for example, duties carried
out by the client and those carried out by the machine can be distinguished by dividing the
graphic into horizontal or vertical bands. This aids in comprehending how different processes
interact with one another (Quigg, 2021, p. 58).
Practical Application (Allied Healthcare)
Even though Golvkedjan set ISO 9001 standards, Golvet, a flooring contractor in
Gothenburg, Sweden, is immature in quality management areas. Process management and
business excellence are terms that the organization does not clearly comprehend, and many of its
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workers are not familiar with them either. Different forms of process-related quality management
awareness have been seen and investigated within Golvet. Golvet has not made substantial
investments in quality management, which has resulted in varying levels of awareness and
comprehension. On Golvkjedian's initiative, a few audits have been carried out, but none of them
have given warehouse procedures any attention. Instead of having its own quality policy, Golvet
adheres to Golvkedjan's, which is a suggestion for all members and local organizations (Elham,
2019, p. 21).
Golvet's warehouse procedure is neither regulated nor recorded. The warehouse manager
is the only one who is aware of the entire procedure. This makes the region extremely delicate
and dependent on a single person. When confused about an activity, none of the respondents
knew of any process-related documentation to consult. The roles and responsibilities of the
Golvet process phases are ambiguous and unauthorized. They work together to deliver goods as
quickly as possible because there aren't many individuals involved in the warehouse process and
just one person handles service-related warehousing.
At Golvet, the process of process mapping began with the identification of key processes,
from which the warehouse process was chosen as the initial stage of process management. This
decision was made for a variety of reasons. Every person who was questioned underlined how
many ways the warehousing process could be improved. Finding process stakeholders and
determining the importance of each step was rather simple, which also made it a strong match for
the initial stage of process management. Process discovery was an interview-based approach that
made use of documentation, interviews, and observations (Elham, 2019, p. 22).
In order to identify its processes, Golvet gathered secondary data, conducted interviews
with the CEO and warehouse manager, and made observations. With the help of 23 more
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interviews and this data, a process map was created. The warehouse manager was designated as
the "warehouse" level, employees as the "workplace" level, and suppliers as the last swimlane in
the process map. The warehousing procedure guarantees that employees receive materials at
work in the appropriate amount and on schedule. The description of the material required from
inventory checks of Golvet's storage serves as the process's input. For service assignments,
Golvet employs standard materials that are continuously replenished. Due to a lack of
technology, the warehouse manager must manually determine when and how much material
should be ordered (Elham, 2019, p. 23).
Question
Following the discussion of the idea of process mapping and the evaluation of its use
inside the operations of1Govet, if the process isn't done correctly and thoroughly, in what way(s)
might faults occur?
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References
Elham, B. (2019).1Process Mapping, First Steps Towards Business Excellence. 1–27.
https://www.diva-portal.org/smash/get/diva2:1372777/FULLTEXT01.pdf
Mainville, D. (2022, July 1).1An Introduction to Process Mapping. Naavia.
https://navvia.com/blog/introduction-process-mapping
Quigg, B. (2021) Supply Chain Management. McGraw-Hill Create.
https://bookshelf.vitalsource.com/books/9781307866025
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