Please recognize that the “art and science” of process mapping is quite generic by nature.  You should apply the mapping tools, techniques, and procedures in the given situation just as you would in any other type of situation.  Granted, the variable labels will change – but that’s about it.  Simply stated, you must define what is important to the customer, establish performance goals, map the process, discover the underlying causes of variation, set realistic tolerances for the contributing variables, and then control those variables over time.  This is the cycle of improvement.  As you can see, process mapping is integral to the strategy.