The purpose of this process is to outline the activities, best practices, and tools used to develop or re-design business processes and to differentiate it from Continuous Improvement. Process Design is the process used to create or improve business systems that converts inputs to outputs and is typically performed in the absence of a documented process or system, or when the existing document is outdated and no longer applies. Process Design is a facet of Continuous Improvement; however, Continuous Improvement reviews and edits apply once a process has been developed, tested, trained to, and proven to be effective.

The benefits of process design and process mapping include:

1. Standardizes work processes
2. Ensures compliance
3. Identifies improvement opportunities
4. Facilitates knowledge transfer
5. Promotes cross-functionality
6. Adds clarity to the process and the outcomes
7. Promotes autonomy
8. Offers transparency to customers
9. Supports problem-solving
10. Saves time (which is money)
11. Assists with measuring results It is an initial investment of time but pays for itself in the long run.

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The scope includes the key stakeholders, subject matter experts, quality, and the product design project manager.

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Key Stakeholders Subject Matter Experts

Quality Manager - has final approval

Product Design Project Manager

Additional design support project team members

1. Seek to understand the process - including upstream and downstream tasks - prior to making any improvements.
2. Identify the process owner.
3. Capture every step or task in a process in depth.
4. Use the correct tools. See below.
5. Focus on optimizing the tasks that deliver quality results, reduce waste, and improve delivery time, if applicable.

1. SIPOC map: Suppliers, Inputs, Process, Outputs, Customers is a lean tool that helps to quickly identify these elements prior to a mapping session. (This is optional, but encouraged)
2. As-is map: this is a detailed map that captures the exact way that a process is being performed now. It does not include any future changes. (required)
3. To-be map: this is a detailed map that captures the ideal way that a process could be performed with improvements. A to-be map should look to reduce unnecessary decisions, handoffs, and rework loops. (required)
4. Gap analysis: compares the as-is with the to-be to identify gaps between the two mapped processes.
5. To-do: A list of possible improvements that will eliminate or reduce the gaps and red flags found during the gap analysis. These should then be taken to correct teams that can help create and implement the change.
6. Realized map: If the to-be cannot be achieved prior to the need to integrate the process, a modified realized map will be needed to show ow the process will work in the meantime.
7. Testing plan: Can be a simple list of items that need to be performed and validated as accurate prior to training.
8. Training plan: Needed to ensure anyone that is involved in the process is able to perform the tasks, including any changes. After testing and training are complete, the process can be moved into production.
9. Audit schedule: Determine a time within the next 12 months when a person independent of the process can sit with the process owner and audit the map. The auditor would capture notes and review with the owner, including notes on missed steps or ideas of possible improvements.

Depending upon the type of process, or business need, there are some additional tools that might be needed which include:

1. High-level map
2. Value stream mapping
3. Relationship mapping

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1. Image of process map (TBD). Note: Please add KB relationships to core process, process, SOPs or other WIs on the right.