The document discusses process mapping and reconstruction for business process reengineering. It defines what a process is and explains why processes should be mapped. Process mapping involves visually representing the steps, inputs/outputs, and other elements of a process. The document describes different types of process maps - flow diagrams, deployment charts, and SIPOCs. It provides examples and outlines how to create each type of map. The goal of process mapping and reconstruction is to analyze existing processes, identify inefficiencies, and improve processes.

1. BUSINESS PROCESS REENGINEERING
P R O C E S S M A P P I N G A N D P R O C E S S
R E C O N S T R U C T I O N S & D I A G R A M S
Presented by Hriday Bora (15010121068)

2. PROCESS MAPPING
What is a Process?
• A series of actions, changes or functions that bring about an end or a result.
• Everything that happens within an organization is a process or a series of
processes
• An organization’s success is determined by how well those processes work – and
work together
• A process may be unique to a department or individual
• A process may be cross-functional or organizational-wide

3. WHY MAP PROCESSES?
• Knowledge integration – a process map may be used as a guideline for others to
follow
• Communication- a process map displays information in an easy-to-follow format
• Analysis – when all aspects of a process are displayed, it is easier to see
potential problems
• Improvement – because it is easier to see where in the process problems may
occur, it allows improvements efforts to be concentrated in the right areas,
rather than the “Let’s try this...” approach.

4. WHAT IS A PROCESS MAP?
A defined graphical representation of a
process showing the:
• Steps of the process
• Inputs and outputs for each step
• Suppliers and customers
• Media used
• Issues in present process

5. PROCESS MAPPING METHODOLOGY
Select the
Process
Identify team
members &
responsibilities
Plan & schedule
mapping session
Map process ‘as is’;
identify & assign
issues
Identify ‘quick wins’
and implement
Gather data on
‘as is’ process
Conduct value-added
analysis
Analyze data for
process waste,
defects, etc.
Identify and create
additional
documentation if
needed
Deploy new process
Institute ongoing
monitors
Enforce new process
Process identified Roles defined Logistics clear
“As is” map;
issues list
Process Data Process Data ‘To be’ process map Fully documented process
Monitored process
Identify continual improvement opportunities
‘To be” becomes reality

6. HOW TO CREATE A SIMPLE PROCESS FLOW DIAGRAM
• Determine the start and stop points to your
flow of process steps . The stop point is
typically near the customer.
• Walk through the flow, writing down the
process steps as they exist now (Rule of thumb:
Pretend your are the part). Make sure you use
a verb to describe the process step.
--You can be very general or very specific.
General: “Machine Part”
Specific: “Turn part, grind outside diameter, and
deburr part”
• At a minimum, record the process steps,
decision points, and transportation methods
• Once you have roughly mapped out the
process, make it more formal by adding
symbols.
• Once finished, sign and date the flow diagram
with a revision level.

7. WHAT CAN BE INCLUDED IN A SIMPLE PROCESS FLOW DIAGRAM
• Transportation methods
• Start and Stop points
• Decision points
• Inventory/Storage points
• How many operators at each process step
• Process parameters for each step: Cycle time, throughput time, scrap rate, etc.
• Responsibilities for each step

8. PROCESS FLOW DIAGRAM SYMBOLS

9. EXERCISE FOR PROCESS MAP
• Take a critical operation in your work place and map it with a simple process flow diagram.
A DEPLOYMENT FLOW CHART
• Here a "department" or "agency" dimension is
added horizontally along the top of the chart.
You may use individuals, groups, departments,
functions, etc. - whatever kinds of 'units' play
major roles in the process.
• Draw vertical lines to separate the functional
boundaries.
• When the flow moves from one function to
another, a horizontal line denotes this.
• Draw the sequence of activities from top to
bottom.
• Use the task and decision-making symbols as
before and always connect symbols with
arrows indicating the direction of flow.

10. EXERCISE FOR DEPLOYMENT CHART
Convert your simple flow diagram into a deployment chart
SIPOC
• Suppliers: The entities that provide whatever is worked on in the process
(information, forms, material). The supplier may be an outside vendor or
another division or a coworker (as an internal supplier).
• Input: The information or material provided by the supplier and used by
the process..
• Process: The steps used to convert inputs into outputs. (some steps are
value added and some are not value added)
• Output: The product, service or information being sent to the customer.
This is what the customer pays for. He/she wants output:
 With good quality
 Delivered on time
 At a competitive price
• Customers: The next step in the process, or the final (external) customers.

11. HOW TO CREATE A SIPOC DIAGRAM
1. Create an area that will allow the team to post additions
to the SIPOC diagram. This could be:
• A transparency (shown with an overhead projector)
made of the SIPOC template
• Flip charts with headings (S-I-P-O-C) written on each
• Headings written on post-it notes posted to a wall.
2. Begin with the process. Map it in four to five general
steps.
3. Identify the outputs of this process.
4. Identify the customers that will receive the outputs of
this process.
• You can add a sixth column and list the customer’s
requirements (CR) such as a blueprint number, specification
number, quality goals, and delivery goals.
5. Identify the inputs required for the process to function
properly.
6. Identify the suppliers of the inputs that are required by
the process.
S I P O C CR

12. SIPOC EXAMPLES

13. PROCESS RECONSTRUCTION
How to Perform Reconstruction of Different Business Processes?
• An organisation has different ways of performing business missions, where each
business process consists of activities that are performed for a certain business
mission.
• It does not seem that people in corporations often have a clear picture of which
business processes the corporation consists of.
• These have to be reconstructed, which can be done by business modelling using
Action Diagrams and Process Diagrams.
• A series of Action Diagrams and appurtenant Process Diagram describe the
parts of a business process and how these parts are related to each other.
• In order to develop a corporation its business processes need to be
reconstructed as a basis for redesign.