{"id":1899,"date":"2014-10-30T14:49:04","date_gmt":"2014-10-30T14:49:04","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=1899"},"modified":"2022-08-12T09:34:59","modified_gmt":"2022-08-12T09:34:59","slug":"using-lean-process-mapping-in-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2014\/10\/using-lean-process-mapping-in-shared-services\/","title":{"rendered":"Using Lean Process Mapping in Shared Services"},"content":{"rendered":"

Having formal methods for process reengineering and process improvement<\/a> are core requirements for any Shared Services organization.\u00a0 With many methodologies to select from, formal Lean Process Mapping may not be the first tool selected. However, in many instances, the positive impact of completing a formal process mapping exercise is well worth the effort.<\/span><\/p>\n

An interactive PeercastTM<\/sup> discussion in our Shared Services Leadership research area<\/a> featured a large company that has implemented Global Shared Services using a multi-functional model with six centers located across the globe.\u00a0 To optimize the design of complex global end-to-end work processes<\/a> the company uses Lean Process Mapping extensively.<\/span><\/p>\n

During the discussion, the member company described its approach and provided attendees with specific examples of actual work documents.\u00a0 Here is a brief summary:\u00a0 To complete the process map, subject matter experts in each part of the process participate in group meetings where participants are physically seated to approximate the order of the process flow.\u00a0 Using a neutral facilitator, the first step is to agree on a charter for the process optimization project, followed by discussions between attendees to map out the process flow steps and dependencies.\u00a0<\/span><\/p>\n

Interestingly, simply engaging various subject matter experts in a discussion of an end-to-end process yields significant benefits for participants to better understand the full process, with a greater appreciation for the impact that each step has on others.\u00a0 Opportunities for improvement are noted and issues are identified for resolution.\u00a0 An important insight is that the power of process mapping is not the \u201cmap\u201d, rather it\u2019s the collaboration and relationship building that takes place between participants who share a common objective.<\/span><\/p>\n

A supporting iPollingTM <\/sup>question asked member companies to comment on the status of using Lean Process Mapping in their Shared Services organization.\u00a0 Not surprisingly, 52% have implemented this tool, with another 8% with approved plans to use process mapping.\u00a0 Perhaps most surprising was the fact that 28% of member companies have not yet considered the possibility of using process maps in their reengineering or continuous improvement efforts.\u00a0 It is likely that after the Peercast many of these companies will now be taking a closer look at this opportunity.<\/span><\/p>\n

\"status<\/p>\n

For those that currently use Lean Process Mapping, 63% do so as part of an overall formalized Lean methodology throughout Shared Services, and an additional 31% report that they use process mapping as part of an overall formalized Lean methodology for selected processes within Shared Services.<\/span><\/p>\n

\"ipolling<\/p>\n

Here are a few of the additional comments from iPolling participants:<\/span><\/p>\n