Within the planning framework we use with our products, processes are drawn from long and short term objectives that are linked to Vision and Mission. The logic is that each objective must, by definition, have a core aim, and the steps that need to be taken to meet that aim are overview process definitions which should be decomposed in some detail to determine things like Service Level Agreements and performance related data collection points. All processes share a number of common descriptive attributes, they are:

• A title, written as a task in adjective form.
• A description, setting out in the clearest terms, the purpose of the process
• A description of process inputs and outputs. In most process designs, inputs are manipulated and turned into outputs
• Details of any controls and drivers or imperatives that impact on the organization such that the process being mapped needs to be done.
• An impact assessment of the business benefit of carrying out the process and of the impact if the process is not done.
• Time related information related to how long it takes to complete a process and what the process life span is anticipated to be.

Review Activities

It is recommended that processes are reviewed in line with changes to Vision and Mission particularly if there change to business objectives. A second review activity relates to performance monitoring using KPI's. The aim of KPI's is to be act as a warning flag if unusual events are happening (assuming one of the aims of "quality" is to reduce variance) as a process is being executed under normal conditions. KPI results should trigger investigation to identify best practice or eliminate failure where either occurs. It is recommended that in KPI triggered process review a "Plan, Do, Study, Act" cycle is followed.

Model Associations

Processes are drawn from business objectives described in the Vision and Mission statements. Therefore it should be possible for every process to be linked directly to the key planning documents. In order for a process to work, resources must be allocated to it. Allocation of resources provides the means to write details task and usage descriptions in the form of internal service level agreements. External agencies, typically customers and suppliers, should also be mapped. Identifying both and linking them to core organizational activities is an important aim of "lean" planning. In order to make sure that progress is being made, processes should be designed to meet the related objective target. Monitoring progress towards the objective target, should be done using key performance indicators at the point in the process where measurable transactions can be identified. Finally, each process should have an owner, but ownership does not imply exclusivity. A process could be operated by more than one business element.

Value To The Framework

Process mapping provides the means by which Charter, Vision, Mission and Objectives can be decomposed to individual tasks that can be allocated to organization elements as delegated responsibilities. Owning departments can then allocate resources to tasks, allocation of resources determines job and task specifications for staff members and establishes ancillary activities like inventory control. Linking KPI's to process gives organizations the means to build a business based information architecture founded key business activities which can be linked to a structured balanced scorecard system. The approach to process mapping described here, if applied conscientiously, will meet the aims of ISO 9000. What is more, ISO 9000 compliance becomes a natural spin off benefit of process mapping itself, requiring no special effort, but where normally ISO 9000 is done in isolation, our approach integrates it into a structured planning method.

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