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The impact of process mapping on transparency

Author

Listed:
  • Leidy Klotz
  • Michael Horman
  • Henry H. Bi
  • John Bechtel

Abstract

Purpose - Process mapping is used to articulate the activities and procedures of business entities in a graphical way as pictorial images readily convey considerable information. The objective of this research is to provide evidence and a methodology to assist organizations in evaluating the early stages of their process mapping efforts. Design/methodology/approach - A review of literature identifies key characteristics of transparency (process visibility) related to process mapping. Quizzes and surveys are used to study the impact of process mapping on transparency in an employee training session. Findings - The paper finds that process mapping increases transparency between 5 percent and 27 percent for the applications discussed in this paper. Research limitations/implications - The research presumes that better understanding and recall of the company's business processes equates to higher transparency. This research study is limited to one field test, organization, and process mapping methodology. These limitations should be considered when extrapolating the results to other organizations. Practical implications - The methodology outlined in this paper provides a way to measure the impact that formalizing (mapping) an organization's business processes and then using these maps to communicate the organization's business processes has on an individual employee's understanding and recall of those business processes. This methodology may help other organizations evaluate the early stages of their process mapping efforts. Originality/value - A measurable definition of transparency is developed. A field study provides evidence that process mapping increases transparency and a methodology is shared for others to study the impacts of their process mapping efforts.

Suggested Citation

  • Leidy Klotz & Michael Horman & Henry H. Bi & John Bechtel, 2008. "The impact of process mapping on transparency," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 57(8), pages 623-636, October.
  • Handle: RePEc:eme:ijppmp:v:57:y:2008:i:8:p:623-636
    DOI: 10.1108/17410400810916053
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    Citations

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    Cited by:

    1. Vanessa Rodríguez Cornejo & Ángel Cervera Paz & Luis López Molina & Víctor Pérez-Fernández, 2020. "Lean Thinking to Foster the Transition from Traditional Logistics to the Physical Internet," Sustainability, MDPI, vol. 12(15), pages 1-17, July.
    2. Martin Berner & Jino Augustine & Alexander Maedche, 2016. "The Impact of Process Visibility on Process Performance," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 58(1), pages 31-42, February.
    3. Martin Berner & Jino Augustine & Alexander Maedche, 2016. "The Impact of Process Visibility on Process Performance," Business & Information Systems Engineering: The International Journal of WIRTSCHAFTSINFORMATIK, Springer;Gesellschaft für Informatik e.V. (GI), vol. 58(1), pages 31-42, February.
    4. MacCarthy, Bart L. & Ahmed, Wafaa A.H. & Demirel, Guven, 2022. "Mapping the supply chain: Why, what and how?," International Journal of Production Economics, Elsevier, vol. 250(C).
    5. Santos, Rachel Barbosa & de Oliveira, Ualison Rébula & Rocha, Henrique Martins, 2018. "Failure mapping for occupational safety management in the film and television industry," International Journal of Production Economics, Elsevier, vol. 203(C), pages 1-12.
    6. Matthew Pepper & Andrew Sense, 2014. "Local government service systems improvement: exposing the social networks," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(3), pages 873-890, August.

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