A surprisingly large number of organizations have yet to document their processes in a formal way.  So the idea of future state mapping may sound like a shortcut to process heaven, especially if your processes are out of control.  What is future state mapping?  It is, in a nutshell, creating the desired state for a process.  Who should consider future state mapping?  Candidates could include start ups or new departments who have no processes in place; companies who need drastic change to improve the bottom line and those about to implement substantial solution integration.

Future state mapping requires creativity, brainstorming and process expertise.  We have seen the best results when we work with cross functional teams composed of positive thinkers with a can-do attitude.  Human beings tend to limit themselves, based upon their individual experience.  So it can be daunting to remove “inhibitors” from the creative process, even when these inhibitors have been identified during current state process mapping.  But to achieve future state, we must take a leap of faith and imagine processes without financial limitations or resource constraints.

Six Sigma must have a defined system in place in order to be successful.  Failure to define the enterprise at both the system and process level can make or break a six sigma initiative.  Process maps are much more comprehensive than flowcharts, and are not only an essential tool in the first phase (Define) and last phase (Control) of Six Sigma’s DMAIC methodology, but also affect the other three phases.  For example, without a defined process in place, there is lack of consistency, so measurements may be invalid.  This can then lead to flawed root cause analysis, and subsequent faulty conclusions. Process maps address the key foundational concept of Six Sigma: the concept of Y = f(X), or simply put, outputs, or product, are a function of inputs and process.  In many cases, the absence of a process map can delay or cause a project to fail.  A well-developed process map can help avert these failures.  It can serve as an effective communication tool and be a constant reminder of where an organization should focus its time and energy.

Swim lane flowcharting was once touted as the best way to document processes.  While this methodology certainly does capture some aspects of a process, there are plenty of issues to think about if you are considering this approach.  The weakest feature of swim lanes is the creation of boundaries–something to avoid like the plague.  What kind of boundaries?  Take your pick: between people, between functional areas (engineering vs. production) between locations (West Coast vs. East Coast offices) and between companies (you vs. your suppliers.)

In addition, there can be discrepancies between what is captured and what is actually being done. They also often fail to capture details and critical information: when? where? who? and how?  Finally, this approach does not highlight opportunities for improvement, which is where you will realize cost savings and other benefits.  Bottom line: the goal of mapping your processes should be to improve the process, not just document it.