Mapping is the system of creating flow chart diagrams with the object of obtaining a clearer understanding of the work system of a process and its parallel process works. Mapping business processes or systems is the best way to perceive the system to complete any function. With processes being mapped, the top-level management staffs understand the workflow force and insist on suggestions on their improvements or restrictions and the number of processes that are necessary for routing the process to its end.

Mapping orders creates precise guidelines to establish companies’ execution in standards or procedures for order processing. Some organizations use process maps as guides or diagrams to perform procedural tasks and ensure the employees the correct workflow pattern. Relying solely on mapping standards will leave many metrics untracked. Mapping orders should be done as a process and should be the predecessor to arranging a workflow management tool, workflow process engine, or business process management softwares.

With the aid of process management software or workflow management tools, find process bottlenecks, enforce standards for mapping orders with necessary fields or approval or automate work or more.


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Mapping process techniques

There are several ways to build a mapping process documentation to develop the process map. You can utilize flow sheets, mind maps, diagrams, or anything that works. There are several techniques for mapping. Prevalent model of business processing are:

Value stream mapping

Value stream principles are one the most vital lean principles. It visualizes the interactions one has with customers and the amount of value gained through each interaction. 

Customers pay for everything that contains value. Analyze the steps needed for delivering the solicited value. The above steps contribute towards composing Value stream mapping, provides a broad vision of all the values added and practices, allows analysis, and improves the value of the delivery process.

BPM- Business Process Model Notation

Business process model notation is another most commonly used process mapping methodology. It uses symbols for creating a pictorial or graphical representation of the process- ovals for beginning and ending, rectangles for work/ steps, diamonds for decision points, and arrow marks to direction flow. 

SIPOC- Supplier, Input, Process, Output, and customer

SIPOC- short for supplier, input, process, output, and customer is a high-level process map resulting in precise diagrammatic representation. Though it looks complex, it is the most intuitive and logical way to grasp the phases of a process when things begin with input and output. 

Value stream mapping- Benefits of Value stream mapping

Since the order mapping lies in processing for the customer, value stream mapping is the suitable method for order mapping. Value streaming helps in meeting various objectives. While mapping through VSM, it is essential to know the key objectives and beginning and whose presence is required to make a significant impact. The mapping should be directed towards the staff responsible for initiating orders, i.e., VSM, so the key elements are made known and the members executive the required changes.

The number of benefits will be realized from the aspect of various team members, executives, stakeholders, and shareholders to the customers. The output will be delivered faster, and thee expectations will be met.

Step by step process for order mapping

Define your focus

There should be a primary focus to work with, and this is the most critical step in the value stream mapping process. With a definitive objective in mind, identify the appropriate focus, scope, and strategy to be mapped. The typical objectives to frame in software development can be speed, improved quality, improved governance, compliance to regulatory requirements, and improved efficiency.

Analyze the beginning and endpoints of the mapping exercise. For example, the starting point can be a request to create a custom feature or an approved request. Will the ending be delivered from product to production, or will it end with production side customer sign-off? Such aspects should be addressed in VSM team meets. Value stream mapping is not a process flowchart. There will be no need to map inflows and outflows of the process. By focusing and maintaining focus on predetermined objectives, the mapping will not get off the tracks. The mapping is not associated with any methodology. Agile, waterfall, CI/CD, hybrids, DevOps are some methodologies they work well with. They can also be used for transferring one methodology to another.

Selection of Team

The team should consist of developers, senior leader, development manager, test manager, test environment manager, release manager, architect, scrum master, pipeline engineer, product owner, with a total number of people of 6-10 in total. The team should consist of people who should be able to make changes within. There may be a need for support and operations. Hence, the team should consist of people to take care of all the aspects. The mapping should not be too large.

Check the processing area

Visit the customers and understand their needs for certain features in products and the area they are being used in. Visit developers, testers, test environment managers, release managers, etc. Analyze their performance and their processing, what process attains their success, and where they lag. The above will give a clear understanding of the process. Value mapping for order processing requires some action and cannot be done at desks.

The process will help everyone stay in the same perspective and understanding of procedures. Order mapping should be done where the entire process is accessible and be inspected as many questions arise. 

Define fundamental value for order processing

Define only the basic processes. Along with the team, additional details should be added. The part provides a rough sketch of the system and its function and moves activities to higher quality discussions, inputs and discoveries. 

Team mapping activity

Each member is an expert in their segments of order mapping. The team approach provides different perspectives on how to apply them best. Changes and decisions made solely will lack developments and result in a waste of time and money. All team members should be prepared with their data in their respective segments.

Develop current value stream map

Add additional processes like lead times, Takt times, SLA, etc. They should emulate all the stages defined within the fence posts and the present structure. This is known as the current state VSM. This part enables the team to discuss better and alternative possibilities.

Develop a target state value map

The target state VSM represents the goal of the concern. The targets can be annotated in focused metrics, delivery speed, compliance, or any combination of the above. The vital goal is to collaborate and perform tasks.

Development of future state value stream map

Identify vital areas with a hold of strengths, weaknesses, backlogs, bottlenecks, etc. Once the areas are targeted, the team can begin working in a holistic process for improvements. As improvements are initiated, the team has to develop an implementation plan. The plan requires a gradual approach. The approach can be anywhere between 30-90 day view. It should reflect the time, volume, and expected data. This helps in the validation of data and implementing changes.

Conclusion

Order mapping is a process of creating a system to understand the customer satisfaction system better. It involves implementing value stream mapping, a lean principle, providing a broad view to the team, analyzing the steps for better function, and providing the customers’ value.


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