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Process Mapping 101: Transforming ‘As-Is’ into ‘To-Be’ Workflows
Learn the fundamentals of process mapping to analyze, visualize, and improve business workflows. This presentation guides you through the step-by-step journey from identifying the current state (‘As-Is’) to designing the future state (‘To-Be’). Ideal for teams aiming to boost efficiency, eliminate bottlenecks, and enable successful process transformation through clear documentation and strategic thinking.
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Process Mapping 101: Transforming ‘As-Is’ into ‘To-Be’ Workflows
- 1. Process Mapping 101: From‘As-Is’ to ‘To-Be’ Website www.reallygreatsite.com Visualizing Efficiency, Driving Transformation Index 1
- 2. INDEX • What isProcess Mapping? • Why Process Mapping Matters Today? • Two Key States in Process Mapping • Mapping the ‘As-Is’ Process • Why the ‘As-Is’ State Matters • Envisioning the ‘To-Be’ State • Comparing ‘As-Is’ vs. ‘To-Be’ • The Transition Journey • Key Takeaways 2
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- 4. What is Process Mapping? •A visual technique to represent steps, flows, and decisions in a process • Acts as a roadmap from Point A (current state) to Point B (desired state) • Supports clarity, improvement, and execution Index 4
- 5. Index Why Process MappingMatters Today? 5
- 6. Why Process Mapping MattersToday? • Agility & Adaptability: Fast response to market and tech changes • Customer-Centricity: Aligns processes to customer needs • Data-Driven Decisions: Provides actionable insights • Digital Transformation: Streamlines workflows with tech • Operational Excellence: Drives quality, efficiency & growth Index 6
- 7. Index Two Key Statesin Process Mapping 7
- 8. Two Key Statesin Process Mapping Index 8
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- 10. Mapping the ‘As-Is’ Process Index Stepsto map the current state: • Define Scope – Start/End points, subprocesses • Collect Data – Interviews, observation, documents • Choose Mapping Technique – Flowchart, Swimlane, VSM • Detail Activities – Primary + support steps • Identify Inputs/Outputs – Materials, data, resources • Map Decisions & Dependencies • Highlight Variations & Exceptions • Document Metrics – Cycle time, errors, resource usage 10
- 11. Index Why the ‘As-Is’State Matters 11
- 12. • Provides abaseline for improvements • Highlights bottlenecks, waste, and redundancy • Creates shared understanding across teams • Supports data-driven planning for change Why the ‘As-Is’ State Matters Index 12
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- 14. • Define Goals– Efficiency, quality, satisfaction • Brainstorm Ideas – Innovation, best practices • Redesign Workflows – Eliminate waste, automate • Map the New Process – Updated flow, decisions • Integrate Technology – Tools, automation, platforms • Train & Manage Change – Build buy-in & capability • Pilot Test – Refine before full rollout • Measure & Monitor – Ensure goal achievement Envisioning the ‘To-Be’ State Index 14
- 15. Index Comparing ‘As-Is’ vs.‘To- Be’ 15
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- 18. The Transition Journey Index • Understandcurrent state thoroughly • Engage stakeholders & identify gaps • Design future process collaboratively • Train, pilot, and refine • Implement and monitor KPIs • Continuously improve 18
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- 20. Key Takeaways Index • As-Is’maps reveal hidden inefficiencies • ‘To-Be’ maps create a vision for future success • Process mapping supports transformation, agility & excellence It’s not a one-time task — it’s a continuous journey 20
- 21. Index FOR MORE DETAILS To knowmore about "Process Mapping", visit: • https://businessprocessxperts.com/process-mapping-101-from-as- is-to-to-be/ • For India & South Asia: https://www.yourretailcoach.in/ • For Dubai & Middle East: https://www.yourretailcoach.ae/ • For Africa: https://www.yourretailcoach.africa/ • Business Process Xperts: https://www.businessprocessxperts.com/ 21
- 22. Index THANK YOU Do you haveany questions? consult@mindamend.net 22