The Evolution Of Process Mapping Methodology

Process mapping is essentially done to find the best way to achieve a projected business end. Frank and Lillian Gilbreth first introduced the concept to business people in 1921. Their presentation focused on the process chart as a process mapping methodology for visually representing a process with the intention of improving it. In it, they described how every step and detail in a process interacted with others, and how changes in the subdivisions would affect the entire activity. They showed that an unsuitable or poorly considered change can adversely affect bigger processes.

The process mapping chart was further defined by Allan Mogensen in 1932 when he described it as a document recording the process sequence with the aim of finding ways in which to improve it. By the 1940s, the methodology was being used in manufacturing to document the process for producing single parts. Ben Graham of Standard Register Company attended one of Mogensen’s lectures in 1944 and tried to apply what he had learned about work simplification, to information processes. He discovered while documenting a paperwork process, that the related processes had an impact on each one. He wrote down his findings in a series of articles for the Standard Register.

Basic flowcharting and its many variations is the most common method for process mapping. It was first promoted by IBM in the 1960s as its System and Program Flowcharting method. Originally developed to document the flow of a program, it used a single-line of flow, which is unsuitable for processes that fly off tangent at certain points. Thus, a swimlane or multi-column chart was developed as a variation to the basic, single-line flowchart to accommodate interrelated flows. However, this method is limited in that it is not designed to handle two processes that happen parallel to each other, and it failed to provide visibility of multiple items in the process.

In the 1970s, the US Armed Forces developed a process-mapping standard called the IDEF model, based on the Integrated Computer-Aided Manufacturing (ICAM) initiative of the USAF. The components include functions, represented in the diagram as boxes, and data and objects related to a particular function, represented by arrows. Because the IDEF focuses on the function details, it provides much data for each function but fails to provide a visible relationship between functions.

There are many tools that provide symbol sets but which may not be suitable for use in business. One of the most commonly used is the general purpose drawing package, which creates many symbols not suitable for visually representing a specific technique. It is subject to interpretation regarding use, and this non-standardization can result to confusion if used incorrectly.

Essentially, selecting a process mapping methodology should be based on what can specifically address the needs of a particular organization, and not on what is commonly used by other organizations that may have different needs. Historically, process mapping methods had to be modified to suit the needs of a particular organization and even with the abundance of methods being used today there may be a need to do some adjustments for the selected method to be as effective as possible for the organization.