Paper
Process Mapping for Risk Management and Process Improvement
Looking beyond an organization's functional boundaries
2 pages
This paper describes how to go about doing process mapping for risk management and process improvement for microfinance institutions (MFIs).
The paper describes Process Maps as visual representations of a process, that use symbols, arrows, and concise wording to show inputs, outputs, tasks performed, and task sequence. These indicate to the reader:
- What is happening?
- When is it happening?
- Who is doing it?
- Where is it happening?
- How long does it take?
- For how is it being done?
The paper then indicates steps involved in preparing Process maps. These include:
- Identifying and prioritizing operational gaps;
- Choosing and defining process to be mapped based on prioritized operational gaps;
- Gathering the required data: Data sources include interviewing every one concerned with the process, observation of the process and review of documents used in the process such as credit files and forms;
- Constructing and validating maps;
- Summarizing and distributing findings;
- Implementing process improvements.
The paper concludes that institutionalizing the mapping process involves the following considerations:
- People are too busy in their daily work and this is not a part-time task initially;
- People trained would not necessarily be the ones doing the maps;
- Levels of people involved may impact degree and quality of participation - junior staff may not speak out freely in front of their supervisors.
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