High-Level Process Map
A High-Level Process Map (HLPM) includes all processes at the core of the organization. In other words, the term “high-level” refers to the scope of the map and the number of aspects that it embraces. HLPM offers a plethora of options for a brief overview of the core processes occurring in a company or in a specific project. As a rule, HLPM serves as the tools for an identification of the essential stages of the product or services delivery (Kubiak & Benbow, 2009). Particularly, the map describes the flow of a specific process.
Low-Level Process Map
In contrast to the HLPM, the Low-Level one (LLPM) implies that the crucial processes occurring within the company or a specific process should be scrutinized carefully. Allowing for the identification of not only the essential details about the key processes within an organization or a particular project but also the way, in which these processes are related to each other, the identified type of map opens a plethora of opportunities for locating the strategies for enhancing the company’s performance.
Cross-Functional Map
Also known as the “Swim Lanes” Map, the Cross-Functional Map (CFM) offer extensive data regarding the roles and responsibilities of the people working in a specific company or on a certain project. As a result, the process is structured and organized in an improved manner. Particularly, the process of information transfer becomes more efficient, the key data being rendered in a more accurate way. More importantly, the CFM permits locating any number of possible decisions on the map, although ten is usually preferred as the optimum one.
Document Map
Unlike the CFM, which serves to identify all existing solutions, including the primary and the alternative ones, the Document Map (DM) is used to eliminate the alternative solutions and isolate the one that suits the needs of the participants to the greatest degree. In other words, the DM can be used to select the solution that the company or the members of the project will use to address a particular problem after the range of available options has been determined.
Activity Map
The Activity Map (AM) is typically used to complete a very specific objective, which is to determine the competitive advantage of the organization. To put it differently, AM is traditionally viewed as a diagnostic tool. AM provides a full overview of the firm’s core competencies, therefore, creating prerequisites for isolating the primary assets and defining the competitive advantage of the entrepreneurship (What is a process map?, 2016). The process of competitive advantage identification occurs as the essential activities of the firm are linked to its core values and philosophy.
Work Flow Diagram
The term “Work Flow Diagram” (WFD) is quite self-explanatory. WFD is used to track down the company’s core processes and arrange them according to the order, in which they occur, their priority, etc. (How to use work flow diagrams and rendered process maps, 2016),
SIPOC
The SIPOC (Supplier, Input, Process, Output, Customer) diagram serves the purpose of understanding the crucial elements of a particular process, as well as locating its sources and forecasting the expected outcomes. SIPOC is the primary tool for improving the quality of the process in accordance with the Six Sigma framework (Kubiak & Benbow, 2009). As a result, the requirements set by the customers can be identified in a more accurate manner, increasing the quality level of the output greatly.
Reference List
How to use work flow diagrams and rendered process maps. (2016). Web.
Kubiak, T. M., & Benbow, D. W. (2009). Process characteristics. In The certified Six Sigma Black Belt handbook (pp. 80-89). Milwaukee: ASQ Quality Press.
What is a process map? (2016). Web.