Process mapping
Process mapping is a method that is used to systematically describe, visualize and analyze processes in clinics. The actual process is shown step by step at the activity level. An activity is an action that can no longer be sensibly divided, for example “washing the patient”. A sub-process is a bundle of activities, for example “performing personal hygiene”. Process mapping is a tool with which the employees involved can easily and efficiently visualize their processes and the weak points they contain . Only then can we work together to eliminate their causes. The process mapping method is part of the ClipMed concept, which was developed for the health industry by Michael Greiling from the Institute for Workflow Management in Health Care (IWiG) .
Starting position of organizations
The design of work processes is often based too strongly on the functional structure of departmental structures. On the basis of these structures, there is a need to strive for predetermined functional goals, which inevitably can only result in partial optimization. By optimizing these functional structures, organizational structures that have been separated from one another have increasingly emerged, which make the joint implementation of customer-oriented goals considerably more difficult. The structuring of the process organization is only secondary. The processes are, so to speak, retrospectively "organized" into the existing structure.
As a result, it is often not possible to respond to customer wishes and requirements quickly, inexpensively and with the expected quality. There are disruptions that do not add value - so-called operational islands. This leads to functional isolation, information deficits and coordination and control problems. There is a need for extensive regulation here. In order to be able to make permanent adjustments to customer requirements, it is necessary to think in terms of processes that are geared towards fulfilling customer interests. There are many small customer-supplier relationships that run through the entire clinic.
Purpose of the application
Waste (activities that do not add value in the process) are shown in a structured manner and can be gradually transferred to process optimization. Through the joint creation of transparency about the running processes, the identification and problem-solving ability of the employees is strengthened. The motivation, creativity and innovation skills of the employees are activated.
The following effects are achieved through process mapping:
- common level of information about the process,
- Identification of optimization potential in the process,
- cross-interface improvement of communication,
- joint initiation of optimization activities,
- continuous process improvement.
Process optimizations are carried out directly with the employees concerned, because those people who are directly involved in the process know the weak points and optimization potential best. Employees who are involved in process optimization can then identify with their process and the upcoming changes. Responsibilities can be clarified, communication improved and motivation increased.
With the help of process mapping, the visualization of actual processes, the clear presentation of factual and structural problems, the development of target processes and the process optimization and standardization of processes should take place.
The aim is to increase the competence of employees on site through continuous learning and through clear customer orientation. More time through less waste ultimately leads to an increase in quality and productivity through the elimination of activities that do not add value.
method
Before a process mapping, the responsible workflow manager selects the corresponding sub-process with the identified weak points, which will now be described in more detail. Organizational information is collected so that the individual process parameters can be clearly assigned accordingly. The following points must be clarified to describe the process:
- Name of the job - noun + verb -: What is the name of the job? (Clean wound)
- Result of the activity: What is the aim of the activity? What information, data, documents, records, materials etc. are generated during this activity? (Wound is disinfected)
- Entries about the activity: What information, data, documents, records, materials, etc. are required for this activity? (Swabs, bandages, ...)
- Those responsible for and involved in the activities: Who are the customers of the process and what do they expect? (Nursing staff, patient)
- Other applicable documents: Which documents, forms, checklists, work instructions, etc. are required for this activity?
- Execution and Waste Time: What Time Is It Required?
Representation of the process mapping
Each process can be broken down into its activities using process mapping. The combination of activities and structures in the representation enables the exact allocation of weak points and the responsible persons. The activities are recorded according to the symbols in flow charts according to DIN 66001. Each activity (how? - request patient transport service) is assigned the corresponding result (for example = document has been completed in full) (what?). In addition, the resources used or required for each activity (with what? - devices, materials, software, ...) and the duration of the activity (how long? - processing time, wasted time) can be assigned. On each line shown in the picture, the persons responsible are indicated with filled circles and those involved in a certain activity (who? - medical service, nursing service) are indicated with empty circles. The combined representation of activities and structures makes it possible to precisely assign occurring or potential problems to the causal point and thus to formulate them precisely. This makes it easier to derive specific solutions. In the end, the result of the process mapping is a goal formulated by all those involved and a catalog of measures with those responsible and specific deadlines for troubleshooting.
literature
- Claudia Kostka, Annette Mönch: Change Management. 3. Edition. Carl Hanser, Munich 2006, p.94.
- Claudia Kostka, Sebastian Kostka: The continuous improvement process. 6th edition. Carl Hanser, Munich 2013, p. 92 ff.