Map processes for understand and optimize workflows

05/22/2023

What is process mapping?

In general, the verb “to map” brings to mind the outlining of areas, spaces, and even the ordering of actions, so we can better orient ourselves in any environment or ongoing activity. That is why the term “process mapping” applies so well in the business world: it consists of identifying and describing all tasks and recording them in a specific spreadsheet or flowchart that helps visualize each stage and any bottlenecks that may be creating obstacles in the production chain or in delivering services to customers.

The visual resources used in process mapping also help communicate the vital details of a process, product, or strategy with clarity. Data and information are organized into a map-like structure that facilitates the physical analysis of all stages and activities of the department involved—aligned with each company’s own methodologies, from the simplest to the most complex.

As highlighted by Mariana Couto, BPM and GMO Leader at INSI:

==“Mapping a process is understanding it step-by-step, how each process is operationalized—in other words, taking a snapshot of the corporate process at a given moment.”==

In short, process mapping is a tool to organize strategies and, consequently, put them into practice; it is the opportunity to see your ideas come to life.

What is the purpose of process mapping?

Like other actions and tools aimed at providing a global view of the product and service chain, process mapping focuses on improving production stages to meet customer demands and keep pace with an increasingly agile and competitive technological market. But how can a flowchart help improve deliveries or correct errors?

First, mapping a company’s activities and identifying who performs them allows us to understand how each process is developed, the economic and labor costs involved, and to gain important insights into blind spots that may be preventing greater efficiency—making the company more competitive and even a market reference.

Another key benefit is optimizing delivery time and results, since process mapping provides a broader view of the actions needed to achieve a goal. Standardizing work stages also plays a crucial role in making services more effective and profitable.

Process mapping can also be linked to reducing operational errors, along with other actions aimed at increasing productivity and cost control—such as process automation, failure tracking, performance monitoring, and linear, transparent communication.

And it doesn’t stop there! In addition to providing competitive advantages that impact overall business results, process mapping directly affects the daily work of employees. That’s why it is so important for the expansive growth of a company’s strategies.

Teams can use process mapping as a guide to achieve goals and, when necessary, review and transform processes that no longer make sense. This way, everyone can contribute and identify areas for improvement—in a smooth workflow that connects leadership and operational teams.

Why is it necessary to perform process mapping?

Teams involved—and especially managers—may know that there is a gap or blind spot at a certain point in the production and delivery chain, but not exactly what it is or how to address it. That’s why a panoramic view is extremely valuable in these situations. Mariana Couto emphasizes that this task is handled by specialized professionals, who work with the client to analyze all company operations, identifying pain points and challenges at their root. From there, technology can be applied to overcome them.

In addition to making it easier to understand what happens in each department, process mapping allows leaders, managers, and employees to identify potential failures during task execution that may have gone unnoticed before. And it’s more than that: from this “map” or flowchart, companies can move toward digitally transforming these same activities, making the organization more dynamic and positioning it at the level of technological development required today.

==“Mapping works as a starting point or an assessment for implementing integrated systems, agile cells, or even automating activities that were previously manual and that compromised the speed and quality of services,” adds Mariana Couto.==

There are, of course, many ways to carry out this type of corporate mapping aimed at removing obstacles to digitalization.

Operational process mapping

Such an undertaking should follow a series of stages that cannot be completed all at once.

• AS IS: The first stage involves observing how the company performs each task before reaching the final delivery to the customer. Like a medical check-up, the analysis looks at every detail—exploring strengths and areas that require improvement.

• TO BE: In this stage, the possibilities for project development that can address the difficulties found in the AS IS phase are outlined. The best paths forward are evaluated, taking into account the company’s type, industry, size, and the familiarity of managers and employees with digital tools.

• TO DO: Finally, all knowledge and data are put into practice. Based on the mapping and all gathered information, an appropriate solution can be proposed according to the corporate environment and short- and medium-term expectations. The TO DO phase enables digital transformation that not only solves prior problems but also allows the company to leap ahead and align with the current market reality.

There is no single way to perform this mapping—various models can be applied to achieve the goal.

Learn about the Sicoob success story, where, through a partnership with INSI, processes were automated and redesigned, resulting in R$3 million in operational cost savings.

Process mapping and flowcharts

Among the different types of process mapping and flowcharts available, there is no single “most effective” model—each serves its own purpose and should be used according to the business’s needs, strategy, and maturity.

• Flowchart: Also known as a flow diagram, this model visually represents the steps of a process using connected shapes and symbols, helping to identify opportunities for improvement and simplify result analysis. Standard symbols include ovals (start/end), rectangles (activities), diamonds (decision points), and arrows (flow direction). It’s a simple starting point and can be created in many online platforms or document/spreadsheet programs.

• Horizontal flowchart: A more detailed version of the traditional model, this format adds information about which units are responsible for each action (shown vertically) alongside process steps (shown horizontally), clarifying responsibilities. Specialist support is recommended for best results.

• VSM – Value Stream Mapping: Ideal for mapping the flow of information and materials, VSM—rooted in Lean Manufacturing—identifies value-adding steps and helps eliminate waste, improving operational efficiency.

• SIPOC: Standing for Supplier, Input, Process, Output, Customer, this tool focuses on validating process inputs and outputs, aligning all stakeholders. It’s often used in Lean and Six Sigma methodologies.

• BPMN – Business Process Model and Notation: The most widely used international process mapping standard, BPMN uses predefined language, methods, and colors for globally understandable diagrams. While highly detailed, it may be too technical for clients less familiar with IT. In such cases, INSI suggests using the ARIS tool and its native EPC (Event-driven Process Chain) notation for a more intuitive approach.

To implement any of these mapping methods in your business—given the variety of options—it is essential to have a well-defined process scope. And having specialists experienced in flows and diagrams can be decisive for creating an efficient, detailed map. The choices made will determine the resolution of problems, the achievement of desired success, and the required digital transformation.

INSI – Specialists in Process Mapping. Contact us! We are experts in Digital Transformation.