Eskom Procurement Book 2015

PURCHASING ANALYSIS TOOLS AND TECHNIQUES

8.4.6 PROCESS MAPPING TOOLS AND CREATING A PROCESS MAP

Software tools are available for mapping business processes and workflows and most of them define business processes using graphical symbols or objects. To create a process map: 1. Review the process being studied and the boundaries defined for the project. 2. Determine the type of chart to be created. 3. Have participants who are involved in the day-to-day process identify the steps in the process. Write each step on a self-stick note or card using the appropriate symbol. x x For ‘as-is’ charts, include rework loops, delays, etc. For ‘should-be’ charts, include only the work and flow desired. 4. As a team, arrange the steps in order (by posting the self-stick notes on a blank flip chart, whiteboard, or table): x x Eliminate duplicates; combine similar ideas and agree on wording. x x Determine and maintain a consistent level of detail. x x The process flow should be developed in one direction, usually left-to-right or top-to-bottom. This clarifies the sequence of events. 5. Discuss the results with those individuals in the company who perform the various functions to ensure that the process chart matches reality and is accurate. Adjust as needed: If it is discovered that a step has, or steps have, been missed then the self-stick notes should be moved and new step/s inserted as required. 6. When complete, the tasks should be numbered sequentially through the most direct route. 7. Add numerical data related to the business process by annotating the workflow. Several variables commonly associated with process activities are as follows: cost, time, head count, quality, and value added. 8. Transfer the completed map to paper and/or computer: Be sure to date the map and provide names of those involved in the mapping process.

8.4.7 PROCESS MANAGEMENT APPROACH AND THE ROLE OF MANAGEMENT

To improve processes, management must be closely involved in:

• Defining prioritising core business processes important for business success and survival and mapping these processes. • Constituting a team to carry out the process mapping and improvement exercise which is cross functional and comprised of those most closely associated with the processes to be mapped and improved. • Taking ownership of process mapping and improvement initiatives through taking personal responsibility; being involved on a constant and consistent basis through continuous communication with the process mapping team and others in the organisation who are involved in the process and through decision making.

182 CHAPTER 8