Key points
- Map the process as it really runs today, not as the procedure manual says.
- Swimlane diagrams make hand-offs between people and systems visible.
- Most improvement comes from removing waiting, re-keying and rework.
1. Pick the process and set boundaries
Choose one process with a clear trigger and end point, for example "customer order received" to "payment deposited". Processes that cross departments usually hold the most opportunity.
2. Outline it with SIPOC
List the Suppliers, Inputs, Process steps (five to seven at a high level), Outputs and Customers. This keeps the map at the right altitude before you get into detail.
3. Walk the process with the people who do it
Sit with each person involved. Note every step, system, spreadsheet, approval and workaround. The workarounds are where the real process lives.
4. Draw a swimlane map
Give each role or system its own lane. Hand-offs between lanes are where delays and errors concentrate, so mark each one.
5. Find and rank the waste
| Look for | Typical fix |
|---|---|
| Waiting for approvals | Approval thresholds and delegated authority |
| Keying the same data twice | Integrations or a single source of truth |
| Rework and corrections | Input validation, checklists, templates |
| Unclear ownership | A named owner for each step |
Rank fixes by impact and effort. Start with quick wins to build momentum, and measure cycle time and error rates before and after.
Official sources
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