OPTIMISING PERFORMANCE THROUGH

IN-DEPTH PROCESS MAPPING

KK Lim
Managing Consultant
BP+ Pte. Ltd.
Enabling Effectiveness
and Efficiency 1
 Content
 What is Business Process Mapping?
 Why is it required?
 Types of Business Process Maps
 Common Pitfalls in Process Mapping
 How to leverage on Business Process Mapping in your
transformation / process improvement initiative?

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and Efficiency 2
 What is Business Process Mapping?
• Visual description of business process, related
activities, input and output
• Model of the business process

Governance

Supplier Input Process Output Customer

Resources

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 Why is it Required?
• Document the business process, which could
include the operations/activities, inputs, outputs
and roles involved in the business process.
• Provide an “official reference” on the business
process and a common understanding of what is
involved.
• Facilitate the analysis of current process (As-Is) and
redesign of improved process (To-Be).
• Aid in the identification of critical process
parameters.

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 Types of Business Process Maps
• Process can be modelled at different levels, from
the high strategic level to the operational / tactical
level.
• Variety of process maps and methodologies:
Process Landscape Diagram
Supplier-Input-Process-Output-Customer (SIPOC) Diagram
Process Flow Diagram
Swim-lane Flow Chart
Process Flow with RACI matrix
Value Stream Map

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 Standard Convention in Process Mapping

Operation Decision On-page

Connector

Start / End Off-page

Sub-process
Connector

Document Input / Output End-to-end

Process

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 Process Landscape Diagram
- Based on Porter’s value chain concept
- Typically formulated based on strategic intent of the business

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 Process Landscape Diagram

Vision to Plan

Market to Business

Core Idea to Technology

processes
Idea to Product

Demand to Stock

Order to Cash

Finance & Human Relations Infrastructure

Purchasing
Accounting Resources Management Management

Enabler processes

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 Process Landscape Diagram: Next Level of Granularity

Market analysis

Sales/marketing strategy
Acquisition & BOD Design In to Contract
Portfolio management

Customer care

• Sales strategy & plan • Design win/loss

• Target customers and • Design In opportunity • Contract
• Market information applications • Customer • Customer
(volumes, customer • Classified customers requirements requirements
and competitor pro- • Customer development • Potential new • Business Ideas
files, own market plan customers
position products) • Allocation plan
• Customer require-
ments
• Business ideas
• Product and technology • Overview of customer satis-
road-maps faction and development;
• IP/core roadmap proposals for corrective
• Milestone decisions action
• Demand for cooperation • Solved customer problems

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 SIPOC Diagram
• Macro level of end-to-end process

A B C
goods out process transport goods in process

Production Transit
Pick from Put away
stock Ship Transport Receive to stock DC
material material material Stock
Finished
goods
stock

T0 T1 T2 T3 t4 T4

t1 t2 t3

TT = Transit Time
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 Process Flow Diagram
Example (Page1/2)
Start CPQC escalates the
quote to Regional
Customer info Marketing
Part No.
Qty
Cost
Disti sends special Confirmation by NXP
buy request via Sales / Marketing
Regional Marketing
email (Asia)
reviews quote

CPQC checks special buy

price list to determine
new request or changed
Regional Marketing
request & document in Cost > regional
Agreed to price? Yes No escalates to BL
remarks field (Asia) min. price
Marketing

CPQC create special buy

quote in Model N BL Marketing
No Yes reviews the quote
No

Regional Marketing Pursue BL Marketing sets

Regional Marketing Agreed to price? No No
Pursue Business Yes modifies the price Business? “No Bid”
CPQC check price curve release the price
(resale price / cost)

No Yes Yes

Cost > min. field BL Marketing

price? Regional Marketing BL Marketing
sets “No Bid” modifies & releases
releases the price
the price
Yes

CPQC releases the

quote

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 Process Flow Diagram
Example (Page2/2)

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 Swim-Lane Flow Chart

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 Process Flow Diagram with RACI Matrix

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 Value Stream Map

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 Value Stream Map applied to Transactional Process
Asia Disti Quote Process Value Stream Map

Pricing & Quoting

Average new Office
incoming Takt time = 2 min
quote
request per
day = 240 Model N Model N
Model N,
by email

Model N
Disti Disti

15% (26%)

32
CPQC 25% RM / CM BL Mktg
43%
Approval Approval
5 184
106

PT=10.9 min PT= 5 min PT= 5 min

Total work time =

10.9 * 5 = 54.5 min

1 shift = 8 hrs

57% (14%)
60%

64 min 368 min 212 min NVA=644 min

54.5 min 5 min 5 min VA=64.5 min

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 Common Pitfalls in Process Mapping
 Not defining the start and end of the process clearly
 Confusing the use of operation block and decision
block
 Poor discipline in using a consistent convention
 Criss-cross of process flow arrows leading to
confusion
 Mapping without involving the right stakeholders
 Failure to perform a process walkthrough to verify
the accuracy of the process mapped
 Failure to update the process map document as a
“live” reference

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and Efficiency 17
 How to leverage on Business Process Mapping in your
transformation /process improvement initiative?
 Use the process map to identify the value-added
and non-value-added activities.
 Collect and document the data on process
parameters e.g. process cycle-time, pass-through
rate and waiting time.
 Identify opportunities for improvement based on
ECRS framework

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 Process Analysis Example:
Start Current Inbound Process Flow
Hand over
Forwarder register Verify Delivery Perform weight Move to Perform physical
Delivery Order doc
with security Order check BreakBulk Area check
to data entry

Data entry key into

EKO -DN No.
Carton No.

Remove the Place the product Document on DN

Cutting the carton Match the product
Open the carton product box from box by lots on the trolly/pallet #
cover box against DN
shipping carton trolley / pallet & storage type

System assign bin Data entry will key

Data entry perform
Sort location slips Location slip print location & into SAP: DN #, lot Hand over DN to
posting to SAP
by trolley / pallet # out correlate with GIT #, trolley/pallet # & data entry
(F8 key)
file storage type

Put the physical Match location slip Match the trolley / Move trolley /
Perform closing of Move to storage
product box to with physical pallet with location pallet to inbound
transfer order location
assigned bin product box sips staging area

End Type 1 NVA Type 2 NVA

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 Process Analysis Example:
New Inbound Process Flow
Start

Perform Physical Lay out material

Forwarder register Verify Delivery Perform Weight Retrieve DN &
Check & EKO acc. to AWB in BB
with security Order Check Open the carton
Scan & Sorting Area

Perform GR by barcode
Send material on
Sort Material onto scan of DN#, Trolley & Print location slip Perform TO
trolley to binning End
Trolley by DN Storage Code. Enter Lot# & place on trolley closing
location
manually

Type 1 NVA

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 Approach to Streamline the Process

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 ECRS Framework for Process Streamlining

Eliminate  Remove redundant or non-value-added step

 Integrate the process step with the next

Combine  Perform the process step in parallel with another

Re-
 Change the sequence of the process steps
Arrange

 Maintain the process step but simplify the work

Simplify
content

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 Sometimes Parallel Processing Does Not Work!

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 Conclusion
 Process mapping is an essential tool to understand
the current state of the process (As-Is) and to design
the future state of the process (To-Be).

 Disciplined use of process mapping will facilitate the

identification and resolution of process issues.

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and Efficiency 24