Process mapping is a technique for making work visible. A process map shows who is doing what, with whom, when and for how long. It also shows decisions that are made, the sequence of events and any wait times or delays inherent in the process.

Process maps are good for streamlining work activities and telling new people, as well as internal and external customers, “what we do around here.” They also can help in the effort to reduce cycle time, avoid rework, eliminate some inspections or quality control steps, and prevent errors.

Once a process map is completed, the team that put it together will analyze it. There has probably never been a process map developed where someone has not said, “Do we still do that?” or “Why does X happen there?” or “Why are we doing it that way?” or “I did not realize….”

The analysis is no more than considering the process activities and flow by:

A. Looking at each process step for:

• Bottlenecks
• Sources of delay
• Errors being fixed instead of prevented (rework)
• Role ambiguity (we did not know who…)
• Duplications
• Unnecessary steps
• Cycle time

B: Looking at each decision for:

• Authority ambiguity (two or more people get to decide…)
• Are the decisions needed at this point?

C: Looking at each rework loop for:

• Possibly eliminating the step(s) or doing in less time, or trying to prevent

D: Using the customer’s point of view

• Value-added versus non-value-added steps (from the customer’s point of view)

Below is a chart which provides a checklist of things to Be On the LookOut for when mapping and analyzing any process. Items on the list are, of course, called BOLOs, for short.