In the last two posts (here and here) I’ve been talking about how process mapping is a valuable set of techniques to create a visual representation of the processes within an organization. Fundamental tools, every quality professional should be fluent in them.
The next level of maturity is process modeling which involves creating a digital representation of a process that can be analyzed, simulated, and optimized. Way more comprehensive, and frankly, very very hard to do and maintain.
| Process Map | Process Model | Why is this Important? |
| Notation ambiguous | Standardized notation convention | Standardized notation conventions for process modeling, such as Business Process Model and Notation (BPMN), drive clarity, consistency, communication and process improvements. |
| Precision usually lacking | As precise as needed | Precision drives model accuracy and effectiveness. Too often process maps are all over the place. |
| Icons (representing process components made up or loosely defined | Icons are objectively defined and standardized | The use of common modeling conventions ensures that all process creators represent models consistently, regardless of who in the organization created them. |
| Relationship of icons portrayed visually | Icon relationships definite and explained in annotations, process model glossary, and process narratives | Reducing ambiguity, improving standardization and easing knowledge transfer are the whole goal here. And frankly, the average process map can fall really short. |
| Limited to portrayal of simple ideas | Can depict appropriate complexity | We need to strive to represent complex workflows in a visually comprehensible manner, striking a balance between detail and clarity. The ability to have scalable detail cannot be undersold. |
| One-time snapshot | Can grow, evolve, mature | How many times have you sat down to a project and started fresh with a process map? Enough said. |
| May be created with simple drawing tools | Created with a tool appropriate to the need | The right tool for the right job |
| Difficult to use for the simplest manual simulations | May provide manual or automated process simulation | In w world of more and more automation, being able to do a good process simulation is critical. |
| Difficult to link with related diagram or map | Vertical and horizontal linking, showing relationships among processes and different process levels | Processes don’t stand along, they are interconnected in a variety of ways. Being able to move up and down in detail and across the process family is great for diagnosing problems. |
| Uses simple file storage with no inherent relationships | Uses a repository of related models within a BPM system | It is fairly common to do process maps and keep them separate, maybe in an SOP, but more often in a dozen different, unconnected places, making it difficult to put your hands on it. Process modeling maturity moves us towards a library approach, with drives knowledge management. |
| Appropriate for quick capture of ideas | Appropriate for any level of process capture, analysis and design | Processes are living and breathing, our tools should take that into account. |
This is all about moving to a process repository and away from a document mindset. I think it is a great shame that the eQMS players don’t consider this part of their core mission. This is because most quality units don’t see this as part of their core mission. We as quality leaders should be seeing process management as critical for future success. This is all about profound knowledge and utilizing it to drive true improvements.
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3 thoughts on “Process Mapping to Process Modeling – The Next Step”