process-mapping

SKILL.md

Process Mapping

Table of Contents

Overview

When to Use

Quick Start

Reference Guides

Best Practices

Overview

Process mapping creates visual representations of workflows, helping teams understand current operations, identify bottlenecks, and design improvements.

When to Use

Documenting existing workflows

Identifying process improvements

Onboarding new team members

Discovering inefficiencies and bottlenecks

Planning system implementations

Analyzing customer journeys

Automating manual processes

Training and documentation

Quick Start

Minimal working example:

Mapping Approaches:

Current State (AS-IS):
  Purpose: Understand existing process
  Participants: People doing the work
  Timeline: 2-4 hours
  Output: Current workflow diagram
  Benefits: Identifies real bottlenecks

Future State (TO-BE):
  Purpose: Design improved process
  Participants: Cross-functional team
  Timeline: 4-8 hours
  Output: Improved workflow design
  Benefits: Clear vision for change

Value Stream Mapping:
  Purpose: Focus on value-added vs waste
  Participants: Process owners, operations
  Timeline: Full day
  Output: Detailed flow with timing
  Benefits: Identifies waste and delays

Swimlane Diagram:
  Purpose: Show roles and responsibilities
// ... (see reference guides for full implementation)

Reference Guides

Detailed implementations in the references/ directory:

Guide
Contents

Process Documentation
Process Documentation

Current State Analysis
Current State Analysis

Future State Design
Future State Design

Process Improvement Metrics
Process Improvement Metrics

Best Practices

✅ DO

Map current state first before designing changes

Include all stakeholders in mapping sessions

Document actual processes, not theoretical ones

Identify waste and bottlenecks

Design future state with team input

Include decision points and exceptions

Add timing and resource information

Keep processes simple and visual

Update maps when processes change

Use mapping to drive continuous improvement

❌ DON'T

Skip documenting current state

Design future state without understanding current

Over-complicate process diagrams

Forget about edge cases and exceptions

Ignore process performance metrics

Create maps that nobody can understand

Design improvements without involving people doing work

Implement changes without validating process

Leave outdated maps in documentation

Ignore customer perspective

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