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Tips & Trends
Process Standardization, Part III: Navigating the Practice of Process Mapping
By Michele DeMeo, CRCST
demeo@mhyork.org
The past two Tips & Trends columns have introduced the concept of process standardization, which aims to reduce variables that may cause deviations in expected results. Last month, we discussed how to apply process standardization principles to the decontamination process. This article will advance the discussion to the realm of process mapping — a technique used to help better understand a process or function within systems.
Any deviation from the normal “path” of a process is captured via mapping. These maps visually depict each process element, including oft-overlooked details that are nonetheless essential elements of positive change. Put simply, process mapping is a tool that helps materialize systems-thinking. Used properly, it is an effective component of a well-functioning department, process or facility.
Now that you know what a process map is, you need to know when and how to use it. Process maps are not something to be casually undertaken. For them to be of any value, they need to be comprehensive, thorough and well-implemented, and that takes skill and time. It will also take practice and input from others, and a strong, dedicated team approach.
Go with the Flow
A process map is essentially a type of flow chart. A series of steps are involved to properly complete a process map, and these steps must follow a particular and meaningful order. If randomly or haphazardly attempted, critical information may be left out of the end product.
When embarking upon the mapping process, the following critical steps must be included:
- Select the process you want to map (e.g., interview process for an open CSSD position)
- Identify the initial process trigger (e.g., the current employee resigns from position or a brand new position is approved for hire)
- Identify the end of the process (e.g., a great candidate has been selected and hired into the open spot)
- Identify all of the phases within the process, from start to finish (e.g., A position becomes available. The opening is approved by appropriate people/departments. The opening is posted in Human Resources. HR advertises for the open position. Interested applicants apply for the positions through HR. HR reviews applications and selects the most appropriate one to forward on to the department manager for review. The CSSD manager reviews the selected candidates and schedules interviews with those that interest him/her. Candidates confirm appointment and arrive on scheduled day for interview. Manager greets the candidate, interviews candidates, and gives them a tour of the department. Manager identifies potential hire and informs HR. HR reviews selected candidate’s background and verifies credentials. HR makes formal employment offer. Candidate accepts position and arrives for first day on the job.)
- Once the steps are identified, “map” them out into a flow chart using appropriate and accepted symbols. The most common symbols used are as follows: an oval is used to show “input” of data or to show the start of a process; a diamond indicates a decision needs to be made; a box or rectangle indicates a task, function or activity; arrows are used to identify a particular direction within the process.
- Once the process is mapped out in draft form, verify the process. Input all relevant information from key stakeholders, materials, influencing information; account for all steps/possibilities within the process; identify the output; ensure that all steps are accounted for and lead to the end desired result (e.g., ‘Candidate accepts position and begins job.’)
- Finalize the process map.
Reach Your Destination
Process maps provide a picture of a process that might not be well understood. They also can help determine the next best steps for a process in need or revision – or one that requires the development of an accompanying policy or procedure. Above all, when performed correctly, process maps can add much-needed clarity.
As healthcare evolves, applying business techniques and process improvement tools, such as processing mapping, will become increasingly important. It is becoming more of a necessity that both technicians and managers become adept and confident in using these tools in their day to day CSSD operations.
We must also remember that increasing our knowledge and skill sets is critical for ensuring that we are adequately prepared to perform the vital roles for which we were hired. The more tools we can add to our professional toolbox, the better equipped we will be to build a most effective, well functioning department and CSSD team.
