Process mapping

Abstract

Process mapping can be described as an “entire approach that leads to a holistic understanding of the process under review” [1] Although it has its roots outside lean thinking, process mapping has become part and parcel of the lean “toolkit”, and is used with lean practice given its strengths in data collection and process re-design by identifying value add and non-value add processes [2-4]. It involves documenting activities of a process in a detailed graphical format. Process mapping has long been an important technique in service assessment and improvement [5]. It has the advantage of communicating roles and responsibilities to team members, providing a useful “what-if ” tool and improving all round efficiency [1]. In recent years, it has become a key component of popular techniques such as Six Sigma and lean thinking [6,7]. Figure 1 is an example of a process map from a project examining discharge of high risk patients [8].