Read Bradford Chapter 4 and the process mapping supplement. See process mapping examples in content folder.

Create a cross-functional business process map by observing the process in your workplace using power point. Use sufficient detail to accurately depict a level 3 (levels described in supplement) process map that includes a swim lane for informational systems.

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How to Draw a Cross Functional Diagram (Level 3) 1. Gather together a team representing the different functional areas. 2. Place a large piece of paper on a wall or flat surface. 3. Identify your process stakeholders/players (people or functional areas). 4. Down the left hand side of the paper starting with the process customer at the top, list the process players in order based on the closeness of their relationship to the process customer. 5. Draw horizontal lines between each process stakeholders, using a double Page 6 Process Modelling & Mapping: The Basics line if they are external to your organization (customer, supplier, regulatory body). These are referred to as swim lanes and may also be used to represent different roles in a process or a key piece of software. The bottom axis is time and moves from left to right. 6. Write out the process steps in order and on the line of the person/functional area that performs that task, moving from left to right as time elapses. 7. As you draw boxes, connect them with lines and arrowheads showing the direction of input. Concurrent activities should be aligned vertically and shared activities (between people or functional areas) should be drawn on the on the swim lane (when possible). Alternatively you can also write the process steps on 'sticky notes and place them on the map. You can then move them around until the team members are satisfied that the steps are properly identified and in the correct order. Finish by adding labels, decisions, and arrows (showing direction of input) to the map. Detailed Flowcharts Flowcharts are maps or graphical representations of a process. Steps in a process are typically described within a specific set of symbols, which communicate what or where something is happening. There are literally hundreds of different symbols to choose from, but most experienced process analysts will recommend that you choose a handful of basic symbols and stick with them. Accurate flowcharts can be created using very few symbols (e.g. oval, rectangle, diamond, delay) and the International Standards Organizations standard 9004.4 recommends just four. A chart of commonly used symbols is shown on the right. Page 7 Process Modelling & Mapping: The Basics In quality improvement work, flowcharts are particularly useful for establishing a common understanding of a process, or allowing people to see the process in the same way. Displaying the current state of a process helps identify illogical flows, potential miscommunications, redundancy, rework, delays, dead ends, and missing critical control points that might otherwise go unnoticed. Another methodology, from the Ben Graham Group (www.worksimp.com) is a very effective method of collecting data and drawing detailed process charts. Important things to Remember ensure that you are working with the people actually doing the work. Managers will often want to be involved in process work, and their support is critical. But unless they do the tasks on a day-to-day basis, they can often be more of a hindrance than help. ensure team members feel safe in sharing and understand that this isnt a fault finding mission. Their description of the process as it is, is critical, good, bad or otherwise. decision symbols are appropriate when those working in the process make a decision that will affect how the process will proceed. For example, when the outcome of the decision or question is YES, the person would follow one set of steps, and if the outcome is NO, the person would do another set of steps. Be sure the text in the decision symbol would generate a YES or NO response, so that the flow of the diagram is logical. in deciding how much detail to put in the flowchart (i.e., how much to break down each general step), remember the purpose of the flowchart. For example, a flowchart to better understand the problem of long waiting times would need to break down in detail only those steps that could have an effect on waiting times.