Difference between revisions of "Process mapping"
| Line 14: | Line 14: | ||
== Description== | == Description== | ||
===Motivation for process mapping - Process knowledge=== | ===Motivation for process mapping - Process knowledge=== | ||
| − | The main purpose of process mapping is to assist organizations in becoming more efficient. A clear and process map helps an organisation to understand its own work better and enables | + | The main purpose of process mapping is to assist organizations in becoming more efficient [1]. A clear and process map helps an organisation to understand its own work better and enables auditing processes e.g. by the regulatory body. |
| − | The IAEA Safety Guide requires an organisation to document its management system | + | The IAEA Safety Guide requires an organisation to identify and document its the processes which are part of the management system. This includes describing their sequence and interactions. [2] Process mapping is one of tools to be used for this. |
Process mapping is one of the tools for [[Continuous improvement|continuous improvement]] [3]. | Process mapping is one of the tools for [[Continuous improvement|continuous improvement]] [3]. | ||
Revision as of 17:01, 1 June 2014
Contents
Definition
Process mapping is The process of organizing and representing knowledge using process maps. Source: [[]]
Summary
One paragraph.
Description
Motivation for process mapping - Process knowledge
The main purpose of process mapping is to assist organizations in becoming more efficient [1]. A clear and process map helps an organisation to understand its own work better and enables auditing processes e.g. by the regulatory body.
The IAEA Safety Guide requires an organisation to identify and document its the processes which are part of the management system. This includes describing their sequence and interactions. [2] Process mapping is one of tools to be used for this.
Process mapping is one of the tools for continuous improvement [3].
Process knowledge
Processes are characterized by stages, actions or events, with each stage having inputs and outputs. Much tacit knowledge in the heads of experts is process knowledge and this is often gained from many years of experience working in an R&D environment. An example of process knowledge in an R&D context includes knowledge related to:
- Establishing and prioritizing the need for research;
- Methodologies in designing and operating experiments or tests;
- Specialist calibration activities;
- Logical deduction, such as root cause analysis.
Process knowledge is often found in narrative procedures but is usually better represented and understood by the construction of process maps or models. These can take many forms and are often found in support of business processes.
Source: Knowledge Management for Nuclear Research and Development Organizations
Process mapping
Process mapping includes defining what an organization does, who is responsible, how the process should be completed and how a successful completion of the process is defined. [1]
Business process mapping takes a specific objective and helps to measure and compare that objective alongside the entire organization's objectives to make sure that all processes are aligned with the company's values and capabilities. [1]
Process maps can be constructed directly with experts to help model process knowledge. As with concept mapping, the input for process models can be generated via interviews with experts. Alternatively group techniques can be used to help provide the basis for the process model.
References
[1] Wikipedia http://en.wikipedia.org/wiki/Business_process_mapping
[2] IAEA http://www-pub.iaea.org/MTCD/publications/PDF/Pub1252_web.pdf
[3] IAEA, Management of continual improvement for facilities and activities: A structured approach, http://www-pub.iaea.org/MTCD/publications/PDF/te_1491_web.pdf
