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Introduction

Of the many tools in
Innovation@MCG’s
⁠
arsenal, process maps are one of the most frequently used, and asked about, by our partners across MCG. We have learned quite a bit along the way and would like to share our methods and insights so that your team has the tools to map your processes.
A process map is a diagram that visually displays a series of events or steps that occur within a given process. There are many ways to map a process. The goal of this toolkit is to demonstrate the core fundamentals of processing mapping so you can begin mapping processes effectively. Remember… You’re not going to break anything with sticky notes!

Purpose

Maps are great visual aids that enable members of the team to align on a standard of work and enable continuous improvement. You will create a current-state map first and then use a waste identification method one potential way forward for creating rapid consensus on where to start improving a process. Using a process map, teams can:
Carefully think through all elements in a process as they are experienced by everyone involved in that process
Make a process visible to every member of your team
Identify and clarify any ambiguity or confusion in a process
Eliminate potential problems or bottlenecks within a process
Improve the efficiency of a process
Step by Step Method
0
STEP
ACTION
GUIDANCE
MATERIALS
1
Introduce
Familiarize the group with process mapping concepts and terminology.
Ask, “Who has seen a process map or used one?” Ask, “Do you have any ideas to get the information you might need to fill out a process map?”
Slide Deck
2
Practice
Use the steps below to map a process you have no stake in (e.g., doctor or airport visit).
Do this quickly! The objective is not to produce a perfect map, rather to get everyone familiar with how to process map and confident using the tool.
All the below
3
Start (small, and scale!)
Find an open blank wall and tape up a long piece of butcher paper.
Write the title of the process, current or future state, and the date at the top of the process map.
Butcher Paper, Painters Tape, Scissors
4
Frame
Talk to the group about the process you are mapping and define the start and end points.
Write down the first and last steps in the process you are mapping and stick them at each end of the paper. Create a legend with different color sticky notes for each role in the process. Establishing firm start and end points is essential to staying focused. Start where the process enters your control and end when it leaves your control. For example, if you are mapping how mail-in ballots are processed, your “start” could be when the mail arrives because how and when the mail comes to you is outside your control.
Sticky Notes, Markers
5
Identify the Customer
Determine the perspective you are mapping from.
Ask, “Who is our primary customer?” Ask, “Whose perspective are we capturing?” Ask, “What does the customer want and require from our product or service?”
Sticky Notes, Markers
6
Begin Mapping
Begin silently writing out the steps and putting them up on the process map. It is okay to have duplicates, the point is to get it out all on paper.
Each box is a step in the process (WHO does WHAT). Use square sticky-notes for steps and turn them into diamonds for decisions (Yes/No, If/Then…). Label the time it takes for each step as well as for the process as a whole. Use the space you have to determine the level of detail and number of steps to include. Every step can be broken into many smaller steps. Start with filling the space you have in between the first and last steps and go from there! Try silent process mapping at the beginning to get all the steps up as quickly as possible (especially if you find yourself getting stuck on discussions during process mapping).
Sticky Notes, Markers
7
Cleanup
Clean up and review the process map by removing duplicate sticky notes and have people edit sections of the map
Make sure what is written is reflective of the process. If possible, ask someone outside of the process to talk through what the group created. The process map should make sense to someone who knows little to nothing about it.
Sticky Notes, Markers
8
Identify Waste
Each member of the group reads through the process and uses pink sticky notes to determine what type of waste each step might contain.
Look at each step. If the step has the potential for a type of waste, write that type of waste on a pink sticky note using large capital letters (ex. D, O, W, N) and place that note directly under the step.
If you see that a colleague has already marked a step as wasteful and you agree, add another sticky note below theirs.
After you have invited everyone to identify waste at each step, look for big clumps of pink. This gives you an immediate visual to areas with lots of waste within a process that the group identified.
Ask, “Is waiting wasteful? Wasteful for who? And... can that time be monetized?”
Pink Sticky Notes, Markers
9
Identify Value
Each member of the group reads through the process to categorize each step as either non-value-add, value-add, or business necessary.
Use colored dots to label each step by category. Use red for non-value add / opportunity for innovation, yellow for business necessary / non-value add, and green for value add.
If you see that a colleague has already labeled a step and you agree with their label, do not add another dot to the step. Only add another dot if you disagree with how they labeled the step.
By identifying which steps do or do not add value to a given product, one is able to assess if it could be eliminated or reduced. The more steps you label with a red dot, the more opportunities for innovation you are opening.
By measuring these three categories the overall value of each step may be seen in contrast to the process as a whole.
Remember: the CUSTOMER defines value, not you. Ask we go through this process in order to....
Dot Stickers
10
Map the Future State
Repeat the above steps to map where you want to take the process.
Ask, “How are we going to reduce the waste we just identified?”
All the above
There are no rows in this table
⁠

General Guidance

Strive to ensure the process map reflects the work that is actually done. The best way to do this is to observe the process as it happens or have someone come and observe you going through the process. It is also important to have everyone who has a step in the process come together to map.
The map of the process generally moves from left to right
Document volumes of “widgets” that go through the process
Processes can occur at the same time, with one process shown above or below the other (known as ‘swim lanes’)
Document the amount of time each step takes. This will be either your process time (how long it takes to produce the thing) or the elapsed time (how long it takes for the thing to be produced...including waiting time). You might start with an estimate then find the actual time by mapping the process.
Lastly, here are a few tips on sticky notes:
⁠
image.png
⁠
⁠

Rules of Thumb

Bookend First - Start by adding the first and last step in the process on the map.
Shhhh- Try silent process mapping at the beginning to get all the steps up as quickly as possible (especially if you find yourself getting stuck on discussions during process mapping).
Cleanup – Step up to lead the team through clean up and review of the process map.
80/20 Rule - Focus on process on how it happens most of the time for most people. Don’t get too far into the weeds.
Break the Rules - Use your process mapping rules of thumbs but feel free to break them to fit your needs.

Enhance Your Map

Use artifacts to make your map more visual and easier to understand to people outside of the process. Examples of artifacts include emails, forms, and pictures of materials or locations.
It always helps to have an accountabilibuddy! Instead of tackling process mapping alone, be sure to invite all the people involved and invite someone from the group to lead the mapping with you.


Introduction
Purpose
Step by Step Method
General Guidance
Rules of Thumb
Enhance Your Map
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