Process map: Types,

definition and
development

Challenges in Supply Chain

 Grow your Supply Chain

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 1 What is a process map?

 2 Process map: define the processes of a company
 3 ISO 9001 process map
 4 Quality process map: reasons why to do it
 5 How to make a process map step by step

What is a process map?

 The definition of the process maps of a company or organization is contemplated during
the preparation of its corporate strategic plan, with the objective of knowing better and
more deeply the operation and performance of the processes and activities in which it is
involved, paying special attention to those key aspects of them.
The process map of a company is defined graphically, in what are known as value
diagrams, combining the global perspective of the company with the local perspectives of
the respective department in which each process is part. Their development, therefore, must
try to agree on the local position and the specific performance of said processes with the
corporate strategic purposes , which is why it is essential to identify and prioritize them
based on their specific definition.
We recommend the use of a process map template to systematize its use among all workers
and thus identify the interrelationships of each of the large blocks (strategic, operational
and support).

Process map : define the processes of a company

Broadly speaking, we can identify 3 types of processes in any company or organization.
Consequently, the definition of the corresponding process maps must be adapted to the
peculiarities of each case:
 Strategic processes : their definition corresponds to management and management
positions, and mainly addresses processes of great strategic significance that condition the
definition and consideration of other processes and activities with a view to offering
support for making correct decisions, strengthening business operations and contribute to
improving the customer perspective.
 Key processes : they add value to the relationship of the company or organization with its
customers and users, pursuing the satisfaction of their needs as its main goal. In this type of
processes we find, for example, those involved in the design, planning and supervision of
the commercial strategy, supply chains and logistics projects , among others. The
development and definition of the process map for this typology must be carried out in a
particularly meticulous way, identifying each process at the end point of its journey (the
provision of the service or product to the client), and drawing a line in reverse direction that
take it to its starting point by indicating tasks, activities and subprocesses that directly or
indirectly depend on it.
 Complementary processes : also called supporting processes, they complement the
processes defined above. Despite being minor processes from a strategic and corporate
point of view , they greatly condition the performance of higher processes and in many
cases determine their success or failure. Activities and processes related to the supply of
raw materials, tools, applications and IT equipment or staff training are some examples that
fit into this consideration.

ISO 9001 process map

The definition of a map of a company's quality processes culminates in the preparation of
a file for each identified process - which lists its key aspects and the main elements that
make it up - and the establishment of performance indicators. that allow it to be monitored
 and evaluated, and a diagram that places it in its rightful place according to importance,
specific weight and strategic relevance within the general corporate framework. All of this
is part of the ISO 9001 quality standard , which is why it can also commonly be called
the 9001 process map .
If you are interested in this topic, we also recommend downloading our free guide to
supply chain innovation .

Quality process map: reasons why to do it

Once we have seen the types of process maps that exist, it is time to see how they can help
an organization achieve its objectives.

 It helps define a coherent structure of the organization , establishing its hierarchy at all
times.

 It is a good tool to analyze processes , helping to increase quality and/or reduce cycle time.

 It helps to evaluate the effectiveness and efficiency of each of the processes from an
internal and external point of view.

 It is a good way to see who is in charge of the process that must ensure compliance.

 It allows you to know the current state of the company and use this as a starting point to
implement improvements, both at a general level and in specific departments or areas.

 It helps to carry out an in-depth analysis of the tasks performed by each worker , thus
detecting inefficiencies or personnel needs in each of the processes reflected.

 It is a good way to orient new employees to collaborators.

 A greater capacity for adaptation and flexibility is achieved before change.

 It is a good way to develop alternative ways of doing work in the pursuit of business
efficiency.

How to make a process map step by step

Once the process map definition according to typologies has been explained in the
previous section, it is time to address how to make a process map step by step:

1. Identify the actors who are going to intervene in it . Actors are understood to be
all those people, companies or institutions that are part of the company in one way
or another.
2. Capture the operational line. The second step is to establish the line that is
followed in the process/processes to be analyzed. To do this, it is necessary to
 answer what the company does. The answer is what is known as key processes and
is what we will capture in this second point.
3. Identify support processes. Surely the main process requires extra processes to
help it develop completely. These help processes are the ones that must be listed at
this point.
4. Establish strategic processes. All those that refer to the management of the
company are known as strategic processes: marketing, new products, accounting...
5. Now is the time to capture all these processes on the map and establish
relationships between them so that, with a simple glance, it is clear what the
function of each process is and what its importance is for the development of the
activity.

It is worth mentioning that what was explained above on how to prepare a process map
serves both for the supply chain process map , as well as for companies that require an
industrial process map , that is, the steps to follow in all types of process map to
companies is always the same, only clarifying some details.

Process Management in management systems

Before starting with the original, correct, proper and above all practical explanation of
process management, I would like to share with you the following theoretical document
which is very complete. Process management
A Process according to ISO 9000:2005 is a “Set of mutually related or interacting
activities, which transform input elements into results.
The key to distinguishing or elaborating a process is to conceptualize it as such. I have
provided you with a series of links to experts and leaders in process management ,
but in summary we can say that all processes consist of:
 Objective: Defines what the purpose of said process is.
 Scope: Determine the beginning and end in which process is immersed.
 Entrances and exits:
 Input elements; that is, what comes from the previous process.
 Output Elements; what was created in the present process.
 Resources: Refers to everything that the process requires for its correct functioning,
whether Material or Human resources.
 Flow Diagram: It is a graphic representation that contains each of the activities of the
process linked together, distinguishing the input and output elements.
 Performance indicator: it is an instrument for measuring the main variables
associated with the fulfillment of objectives and which in turn constitute a
 quantitative and/or qualitative expression of what is intended to be achieved with a
specific established objective. In turn, each Indicator must have:

 Objectives: What is intended to be obtained with the use of said indicator.

EYE!!! , the objective of the indicator must be defined correctly and by this I mean that
it must be measurable (quantifiable), it is not enough for us to take an act of faith or
just because, since it would be considered a Non-Conformity by the auditor who was
reviewing your process.
 Definition of the indicator: What it will measure and in what units.
 Responsible.
 Date.
 Improvement Actions. In turn, each of them must have:
 Action: Solution to achieve the objective.
 Deadline: Time in which the objective is intended to be achieved.
 Action Tracking: Record that ratifies each of the steps taken towards the action.
 Responsible for Monitoring: If possible different.
Once conceptualized, let's look at a simple example, where what was previously noted
is adjusted:
Let's assume a cable company and we are in process 3 called Reinforcement Stapling.
As described in the conceptualization it would be something like this:

We would continue with the Flow Chart.

Below we define an indicator, in this case OEE widely used in industrial chains:
Indicator

And we would end with Improvement Actions:

Here I leave you a longer example conceptualized in the same way. Process
management practical case
Every organization can be represented as a complex network of elements that carry
out activities that allow them to interrelate with each other to achieve the purposes
(mission) of the whole. Each of these interrelationships can be represented and
managed as a process.
Depending on the purpose, processes can be classified into three categories: Strategic
processes, operational processes and support processes.
 Types of processes
 Strategic processes : These are processes intended to define and control the
organization's goals, its policies and strategies. They allow the organization to move
forward. They are in very direct relationship with the mission/vision of the
organization. They involve top-level personnel from the organization.
They affect the organization as a whole. Examples: Internal/external communication,
Planning, Strategic formulation, Results monitoring, Recognition and reward, Total
quality process, etc.
 Operational processes : These are processes that allow the generation of the
product/service that is delivered to the customer, which is why they directly affect the
satisfaction of the end customer. They generally cross many functions. They are
processes that customers and shareholders value.
Examples: Product development, Customer loyalty, Production, Comprehensive
logistics, Customer service, etc. Operational processes are also called key processes.
 Support processes : They support operational processes. Your clients are internal.
Examples: Quality control, Personnel selection, Personnel training, Purchasing,
Information systems, etc. Support processes are also called support processes.
When all the major processes of the organization have been identified, they are
represented in a process map. Keep in mind that the classification of an organization's
processes into strategic, operational and support will be determined by the
organization's mission, its vision, its policy, etc. For example, a process in one
organization may be operational, while the same process in another organization may
be supportive.
The following figure shows an example of a process map for a generic organization.
Process mapping is a methodology that translates in a visual and graphic
way, through the use of predefined symbols, the steps of a process, its tasks
and activities, its agents, inputs and outputs, in order to know the process
completely to so we can analyze it for future improvements and
optimizations.
One of the most well-known types of process mapping is the flowchart ,
but in this article we are going to look at other types:

Types of process mapping :

 Flowchart
 Horizontal flow chart
 Flowchart Mapping
 UML – Unified Modeling Language
 BPMN – Business Process Model and Notation

See more on our blog: Process Mapping: Flowcharts and Their Secrets

5 types of process mapping

1- Process flow diagram
Flowchart , also known as flowchart , is the simplified layout of a process
using certain standard symbols.

This graphic feature, like others that we will analyze, aims to facilitate the
analysis of processes in order to look for opportunities for improvement.

In fact, the flowchart is one of the simplest types of process mapping , with
somewhat limited annotations and therefore, it was gradually replaced by
other methodologies.

See an example of a process flow diagram :

Source: tramitesconstruccion.go.cr
Visit our blog: Real examples of benefits from improving internal
processes

2- Horizontal flow chart

Due to some limitations of flowcharts, which do not allow them to perfectly
represent all the characteristics of a process, another type of process
mapping called a horizontal flowchart was created.

In this case, the workflow is transferred to a matrix that indicates the

processes in progress on the horizontal axis, and on the vertical axis, it
indicates who is responsible for the tasks or steps of each process.

In the example below, those responsible are represented by the production

units, see:
Source: 5 steps to create a Lane Diagram.

See also: How to draw a flowchart in 5 easy steps

3- Flowchart Mapping
This is one of the least known types of process mapping , however it is
quite useful for anyone working with production plants and assembly lines.

It is the union of the process flow diagram with the design of a production
line, and it represents it visually superimposed on the plant of the site where
the processes occur.

It is especially useful for production processes where there is a large amount

of material movement and there is a need to store components.

See this example:

4- UML systematic diagram – Unified

Modeling Language
In an attempt to standardize the types of process mapping , the UML
diagram was created, which could be translated as a unified modeling
language.
The emphasis of the UML is to be able to track the mapping process over
time, widely used in business management and programming, using process
structure, behavior and interactions as main elements.

See a very specific example of using a UML diagram:

Source: WikiUML.

See also on our blog: 10 BPMN books, texts and apostilles in PDF format
for you

5- BPMN – Business Process Model and

Notation
Currently, the most used and internationally recognized type of process
modeling is BPMN , which even has an official regulatory institution.
The great advantage of BPMN is that it presents the process in a very clear
and intuitive way, something that was very difficult to do before its creation.

Furthermore, since their symbols are standardized, using predefined shapes

and colors, anyone who knows the notation can easily understand a
modeled process that has used the same criteria, making it easier to enter
new members into a team, or to present modeling to internal and external
clients.

The notation is based on the use of five main elements:

1. Flow objects
2. Connection objects
3. Swimming lanes (pools and stripes)
4. Artifacts
5. Data objects

See an example of this type of process mapping:

You can obtain more information by accessing these articles on our blogs:

 BPMN Notation – The most accepted notation for modeling

processes
 Process modeling: 6 PDF, 5 videos and 4 Slideshares
HEFLO is a free, cloud-based BPMN process modeling software . With
this software it is much easier and more intuitive to model your processes.
 BPMN Notation – The most
accepted notation for
modeling processes
Process modeling is a key step in BPM and can be used to describe the process as it
is and also to project the optimized version . For this, there is the BPMN notation
– Business Process Model and Notation, a notation that illustrates the process
in a simple and clear way, designed for both administrators and technical
professionals, analysts, developers and personnel in general.

What is BPMN?

This notation was conceived to improve communication between sectors and people, as it
structures and shows the process and its phases. However, the notation does much more
than that, because it allows the illustration of the process in a way never seen before.
We can only change what we understand, and we only understand what we see.

BPMN notation specifies the business process in a diagram that is easy to read for both
technical users and business users . It is intuitive and allows the representation of the
complex details of the process. BPMN serves as a standard language, ending the lack of
communication between process modeling and its execution. For this reason, it is currently
considered the lingua franca for communication in the business world.

How is BPMN notation done?

What process notation does is represent each action with a symbol. Let's take the example
of a travel agency that receives a request from a potential client. The trip planning process
begins with that request, and goes through budgets for hotels, plane tickets, car rentals and
excursions. Then everything is compiled and consolidated and ends with the proposal being
sent to the client. If accepted, a new process begins, the sales process. Each of these steps
and the relationship between them is represented in the diagram with a symbol,
making the process become a standard within the company, to be understood by
everyone.

We can identify four types of elements that represent the behavior of the process:

 Flow objects
 Connection objects
 Swim lanes (or pool lanes)
 Artifacts
 Data objects
Flow objects are divided into three types:

 Activities – the work that is done, something that is done (for example, the price of
the hotel), symbolized by squares.
 Events – occurrences, something that happens (e.g. the start of the process, the
ordering of the plan), symbolized by circles.
 Gateways – the detour points that will determine how the process will proceed
(for example, the decision to consolidate information), symbolized by diamonds.
Regarding swim lanes (or pool lanes) there are two types to analyze:

 The pools – represent the processes and the participants in the process.
 The lanes – each pool has a number of lanes that symbolize the functions, areas
and responsibilities of the process.

Artifacts provide a greater level of detail to the diagram by allowing additional information
to be included.

Connection objects:

Flow objects need to connect to each other in some way, and that is done through
connection objects.

 Sequence flow – shows in what order activities are carried out, and is symbolized
by a solid line and a forward arrow.
 Message Flow – indicates messages flowing between two processes/pools, and is
represented by a dashed line, an open circle, and an open arrow at the end.
 Association – connects artifacts to flow objects and is symbolized by a dashed line.
Data objects:

They describe how data can be manipulated. It can be output, input, data store and data
object .

Final information on what BPMN is

This whole process may seem too complex and not worth it. However, that is not the case.
When technicians, employees, and managers internalize all the symbols and information,
the diagram becomes easy to read and modify. The benefits it brings are many:
standardized processes, clear communication and certainty of execution are just some
of them.

It is essential to have reliable software when applying BPMN notation in your company.
This will make the difference between a successful project and confusing, purposeless
modeling. HEFLO is software that allows efficient modeling of your company's processes,
standardizing all areas and disseminating information throughout the organization. Get
started using HEFLO software to implement BPMN notation by creating your free
modeling account! See how.

Support processes
Support processes manage institutional resources (tangible and intangible) and support the
development of the institution.

Teacher Sustainability

Carry out the necessary actions to guarantee the involvement and permanence of
university professors.

Student management

Provide support resources to students to ensure their permanence and successful academic
development.

 Student management

Human talent

Manage the working relationship with the administrative and academic staff of the University.

 Human talent

Academic resources
Manage access and availability of laboratories and bibliographic resources for the
development of academic training, research and support activities for the external sector.

 Academic resources

ICT management

Maintain and manage the technological infrastructure of the University, support the
development of teaching and administrative activities and support the development of
technological enablers that facilitate compliance with the other processes of the institution.

 ICT management

Financial management

Manage the University's financial resources, guaranteeing their sustainability over time.

 Financial management
 Space management

Execute physical infrastructure works, manage and control spaces to facilitate the
development of the university's missionary activities.

 Space management

Administrative management

It supplies the goods and services that the institution requires to achieve its missionary
purposes.

 Administrative management

Legal

Manage contracts and legal affairs of the institution.

 Legal

Institutional Wellbeing
Promote the improvement of the quality of life of the members of the Uniandina Community.

 Institutional Wellbeing

Institutional Services

Provide services to the community that support the functioning of academic and administrative
management within the University, seeking user satisfaction.

Strategic processes

Strategic processes support the institutional strategy and achieve the direction of isolated
efforts.

Review by management

Income diversification

Increase income through endowment funds and investments under the principles of
effectiveness and austerity.

 Income diversification
Internationalization

Facilitate and promote the effective mobility of students and teachers in regional and
international settings.

 Internationalization

External relations

Plan and manage links with the public and private sector.

 External relations

Social responsability

Promote and implement a management culture that seeks to apply principles and values to all
institutional activities and relationships.

 Social responsability
Government and management

Articulate the governance of Senior Management and the development of its management.

 Government and Management

Institutional effectiveness

Guide decision making and promote organizational improvement through the management and
analysis of resource and process information.

Missional processes are the essential processes of a higher education institution (teaching,
research and support to the external sector).

Programs leading to degree

Seek academic excellence, providing students with critical and ethical training to strengthen
their awareness of their social and civic responsibilities, as well as their commitment to the
environment. This macro process begins with the search and admission of high school
graduates and professionals with academic excellence, and ends with their degree and
subsequent follow-up as a graduate.

 Programs leading to degree

Investigation

Direct and strengthen research activities and doctoral programs by allocating own resources,
subscribing to international scientific databases, updating infrastructure, providing laboratories
with cutting-edge technology and dedicating professors to research. This macro process
covers the production of knowledge, the management of research projects and the visibility
and impact of the research carried out.

 Investigation

Support to the external sector

Manage strategic relationships with companies and other external entities that see
opportunities to develop their own objectives through our programs, research and quality of our
students and teachers.