What is Process of Mapping in Six Sigma? Process Mapping and improvement are becoming increasingly important for organizations. As we move forward, organizations are building more and more functions, all with different purposes, technologies, software touching various departments and delivering services or products. As organizations grow in size and capability, knowing how to map, analyze and improve every function is a skill for which Process Mapping becomes vital. Process Mapping in Six Sigma is a graphical technique for dissecting a process by capturing and integrating the combined knowledge of everyone associated with the process. Why Use Process Mapping Six Sigma? From a communication and collaboration perspective, when one wants to improve an existing process to introduce organizational changes, a process map acts as an excellent starting visual to display how the process operates. It helps to quickly … => Identify communication issues or delivery issues => Identify time taken in process for every step => Identify the stakeholders involved in the process => Facilitate faster decision-making based on facts rather than subjective learning styles => Identify who should be involved in your project to improve the process ARROWHEAD’S Process Mapping There are different techniques of building a process map. At ARROWHEAD we use either linear process maps or swim lane diagrams based on complexity of process. Example – if process has multiple hand-offs, multiple departments involved then a swim lane diagram works best. We use a very structured approach in building every process map. We first identify main reason for creating the process map by listing the names of the processes and the resulting input/output. We ensure purpose must be clearly defined, i.e., what parameters or conditions will satisfy the request by identifying the process steps, inspection/test, rework, and loss points. • Controllable inputs: The input variables in the hands of the team can be controlled or altered. • Noise inputs: Inputs that affect outputs and are not controllable or too expensive to control • Standard operating procedure: Inputs defined by operating procedures, e.g., Cleaning, Budget, and Maintenance Documenting the process map involves putting the steps and information gathered above into a coherent, easy-to-understand diagram. Based on systems and roles, proper scheduling of people involved, tasks involved, and estimated time. Once the process map is complete, we gather feedback from those who will implement the process and other stakeholders who may not directly participate in the workflow but are indirectly interested in it. This feedback aims to ensure that the process map is clear and complete. ARROWHEAD identifies any areas in process maps that need clarification or refinement during the training process by making those changes before the procedure is active. This involves reviewing process documentation, getting feedback, and testing changes before returning for the next training session. REQUEST A CALL BACK Please fill the form and click the submit button. We will get back to you in 1-2 business days.