The Four Major Steps of Process Mapping Process identification -- attaining a full understanding of all the steps of a process. Information gathering -- identifying objectives, risks, and key controls in a process. Interviewing and mapping -- understanding the point of view of individuals in the process and designing actual maps Analysis -- utilizing tools and approaches to make the process run more effectively and efficiently. Source: Business Process Mapping, John Wiley & Sons

The first step is process identification. Many companies think they know their processes -- manufacturing, sales, accounting, building services. But it is just this silo mentality that causes processes to lose their customer-centric approach. Instead of defining processes based on the company's understanding, they must be defined by the customer's understanding. Walking through customer experiences helps the reviewer identify those trigger points that can make or break success. These then form the basis for process identification.

Once the processes are identified, the second step begins -- information gathering. There is a large volume of information that should be obtained before trying to learn the intricacies of a process. Primary among these is identifying who the true process owners are -- the ones who can effect change. Their buy-in and agreement throughout the analysis is paramount. Additional information that should be obtained includes the objectives of the process, risks to the process, key controls over those risks, and measures of success for the process.

In order to effectively record and maintain this information, some important worksheets have been developed. Two of the most important are the Process Profile Work Sheet, and Work Flow Surveys. The Process Profile Work Sheet includes such information as the process owner, the trigger events (beginning and ending), inputs, outputs, and, as mentioned above the objectives, risks, key controls, and measures of success. Work Flow Surveys are completed by individuals actually working on the process and request from them a list of tasks -- including inputs and outputs -- which they perform in support of the process.

Only after all this is done is actual "Process Mapping" completed. This involves sitting with each employee and having him or her describe what it is they do. This information is recorded using a sticky-note method. Each step in the process is recorded on a sticky-note and built in front of the individual completing the work. This allows them to interactively ensure the final map matches their understanding of their work. The final process maps are developed using flowcharting software. Time flows down the page, and each individual involved is represented by a separate column. In this manner, a simple map can result from a complicated process.

A simple and definitive guide to Process Mapping suitable for individuals at any management level. Business Process Mapping: Improving Customer Satisfaction by J. Mike Jacka, CIA, CPA, and Paulette J. Keller, CPA, MBA

While Analysis is considered the fourth step, analysis must really occur throughout the review. While defining the processes, the reviewer may determine that objectives are not in line with the processes in place. In gathering information, it may become apparent that measures of success do not correspond to department objectives. These are just some of the examples of ongoing analysis.
 
However, there are some specific examples of analysis that can be completed once maps are done. These include identifying unnecessary approvals, isolating rework, removing duplicate forms, eliminating useless holdfiles, and investigating decision requirements that lead to no discernable result. In and of themselves, no single incident is necessarily wrong. But each must be analyzed in the context of the map to ensure it supports the objectives.

There are numerous pitfalls and traps that can occur in the mapping project, but practice will help any practitioner become more effective. When done correctly, Business Process Mapping should lead everyone to a better understanding of what the company is trying to achieve, a realigned sense of purpose, and a number of suggestions that can streamline operations while increasing customer satisfaction.

J. MIKE JACKA, CIA, CPA, is an Auditing Manager at Farmers Insurance in Phoenix, Arizona. He is a member of the Communications Advisory Committee for the Institute of Internal Auditors, and is co-author of Business Process Mapping: Improving Customer Satisfaction.