A reference source for new and existing employees - saves time and duplication of effort
When workloads are clearly identified, the individuals know what is expected of them and their colleagues as a team and can identify potential risks more easily
Provides a check on the efficiency of the processes, when they're being mapped - drives out waste
The visual representation highlights any discepancies in the process, any 'cul-de-sacs' or 'dead ends' - drives out more waste
Highlights if every part of the process has an input and an output - if it doesn't, why is it being done?
Helps Governance - documented proof that processes have been developed and referenced.
Retains the knowledge in the organisation when somebody leaves - so tasks that always happened don't suddenly stop when a staff member leaves.
Provides a reference framework, so everyone in the process knows what their role is and where they fit in to the whole - helps inclusiveness and also allows someone in one part of the process (perhaps in another department) to question why something else is being done, if it doesn't look right to them.
People know what's expected of them - an extension of their Job Description
Provides a reference point for external auditors, simplifying and speeding up the auditing process.
Management can review what's happening against the process diagram when staff are stressed or deliverables are delayed.
There may be unidentified 'virtual' processes that could be uncovered and made more efficient through reviewing and mapping.
Sarbanes-Oxley and other Regulatory compliance - How Process Mapping can help
Regulatory compliance, of one form or another, has been required in business for many years. This is one key reason why processes in the Operations side of businesses are almost universally documented. The emergence of Sarbanes-Oxley and similar regulatory legislation has extended the onus to comply in to the Commercial areas of the business, particularly in Finance and IT. Key compliance processes must be documented and incorporated in to Risk and Compliance Matrices (RACMs). Managers must provide proof to the company's external auditors that not only are they aware of the processes, but that their staff have been following them. Following the process is not enough, the auditors require proof that the processes have been followed.
Process Maps can assist with this. If each process is clearly mapped in a graphical format, staff have a ready reference point. Daily/Weekly/Monthly checks will be documented as part of the process, not as a stand alone activity.
RACMs can be flow-charted with key documents attached to individual tasks, providing a quick reference to both new and existing staff. If the process is clearly mapped out, it is much more likely to be followed, with no short cuts or 'grey areas'.
This is extremely reassuring to the external auditors. It makes their job easier (and quicker) and gives them some comfort that the company is managing its compliance in a highly professional manner.
Cost savings: Assume that a typical external auditor is charged out at £1,500 per day. Two auditors are on site for 5 days. Two audits per year. Total cost = £30,000 ( a very conservative estimate!).
Comprehensive process maps and flow-charted RACMs can enable the auditors to complete their audit in 4 days. A saving of £6,000 per annum.
Reassured auditors = Peace of mind - Priceless!
If you would like to find out more about our cost-effective process mapping service, please contact us: