aj-geddes/process-mapping

Process Mapping

Table of Contents

• Overview
• When to Use
• Quick Start
• Reference Guides
• Best Practices

Overview

Process mapping creates visual representations of workflows, helping teams understand current operations, identify bottlenecks, and design improvements.

When to Use

• Documenting existing workflows
• Identifying process improvements
• Onboarding new team members
• Discovering inefficiencies and bottlenecks
• Planning system implementations
• Analyzing customer journeys
• Automating manual processes
• Training and documentation

Quick Start

Minimal working example:

Mapping Approaches:

Current State (AS-IS):
  Purpose: Understand existing process
  Participants: People doing the work
  Timeline: 2-4 hours
  Output: Current workflow diagram
  Benefits: Identifies real bottlenecks

Future State (TO-BE):
  Purpose: Design improved process
  Participants: Cross-functional team
  Timeline: 4-8 hours
  Output: Improved workflow design
  Benefits: Clear vision for change

Value Stream Mapping:
  Purpose: Focus on value-added vs waste
  Participants: Process owners, operations
  Timeline: Full day
  Output: Detailed flow with timing
  Benefits: Identifies waste and delays

Swimlane Diagram:
  Purpose: Show roles and responsibilities
// ... (see reference guides for full implementation)

Reference Guides

Detailed implementations in the references/ directory:

| Guide | Contents | |---|---| | Process Documentation | Process Documentation | | Current State Analysis | Current State Analysis | | Future State Design | Future State Design | | Process Improvement Metrics | Process Improvement Metrics |

Best Practices

✅ DO

• Map current state first before designing changes
• Include all stakeholders in mapping sessions
• Document actual processes, not theoretical ones
• Identify waste and bottlenecks
• Design future state with team input
• Include decision points and exceptions
• Add timing and resource information
• Keep processes simple and visual
• Update maps when processes change
• Use mapping to drive continuous improvement

❌ DON'T

• Skip documenting current state
• Design future state without understanding current
• Over-complicate process diagrams
• Forget about edge cases and exceptions
• Ignore process performance metrics
• Create maps that nobody can understand
• Design improvements without involving people doing work
• Implement changes without validating process
• Leave outdated maps in documentation
• Ignore customer perspective