IDENTIFICATION AND MAPPING OF PROCESSES-

A GLANCE FROM PRACTICE

IDENTIFICATION AND PROCESS MAPPING –
CASE STUDY

Slaviša Moljević1)

Summary: the paper provides an approach to the identification and mapping of processes applied in
to the company UTL Višegrad, as well as some results obtained during the research
individual processes within the same company.

Ključne reči: mapa procesa, identifikacija

Abstract: This paper presents an approach to identification and process
mapping applied in company UTL Visegrad, as well as some results of research of
specific processes in the same company.
Key words: process map, identification

1. INTRODUCTION

In the QMS, process identification is necessary for two reasons: the first lies in
the fact that those activities that are important for achieving quality goals are identified, and
The second reason is the necessity of documenting the QMS. This practically means that it is necessary to
to show how management in the organization handles those processes and who is responsible for them
implementation.
The process approach is one of the fundamental principles of management systems.
quality. In the standard JUS ISO 9001:2001, a process is defined as a set of interrelated
related or mutually interacting activities that transform input elements into output
elements. Depending on the level and the "angle of observation" in the organization, processes can
compose in different ways. Surely top managers recognize and insist on
with macroprocessors (cross-functional), middle managers are interested
for functional processes, and operational management on subprocesses and eventually operations.

Slaviša Moljević, graduate mechanical engineer, UTL Višegrad, Republic of Srpska

On the other hand, the differences in the goals and domains of decomposition are evident, which conditions
significant differences in the approach to the decomposition of the process (figure 1).

When considering the processes in the organization as a whole, one must start from
strategic goals and identify key/core macro processes (cross-functional) for
what is the responsibility of top management. The second level of decomposition is the functional processes
identifying tactical goals for which middle management is responsible.
The third level of decomposition refers to functions and operations, for which it is responsible.
operational management.
In addition to this approach, some authors use a functional approach, where
individual business functions (such as procurement) identify with the process (in this
in the case of the procurement process), and then the procedures are used to link such
the process of obtaining cross-functional processes (for example, product design, which
It encompasses the processes of marketing, product development, prototype creation and testing, etc.

Image 1 - Sources of differences in process decomposition

The procedure for identifying and establishing relationships between decomposition
Process name refers to process mapping. From the above, it can be concluded that this is the initial and
a very "sensitive activity" on which the success of process design greatly depends.
the reason why the author, using theoretical principles of decomposition and process analysis,
pointed to a new approach to process mapping by combining the application of the SSA method for
cross-functional and functional processes and HIPO method for sub-functional processes and operations.
The process map is created as a result of process mapping. It is a graphical representation.
process using the displayed order of tasks with different versions of the system for description
processes (for example DTP-flowchart, AS2, IDEF, etc.). In doing so, according to mapping
involves the activity of creating a detailed flowchart of the process
by displaying inputs, tasks, and activities in the appropriate order. Process map,
As a result of process mapping, it represents a process model, which is one of the foundations.
QMS-a.
The main functions of the process are:
1. end points: inputs, outputs, customers, and conditions for the process to unfold.

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2. transformations: physical, locational, and transactional.
3. feedback loop: customer needs and expectations, specific customer goals, voice of the customer,
specific goals of the process and the voice of the process.
4. repeatability with the same input.

2. IDENTIFICATION OF THE PROCESS

The levels of processes are: Key processes, Macro processes, Processes, Subprocesses and
Activities.
At this stage, it is necessary to first identify key and macro processes. Key
processes depend on the activity of the organization.
In the process identification procedure, the existing state of the process is also determined.
(recording the process).
For each identified process, the processes that precede them and the inputs are defined.
the process, subprocesses and activities that make them, the objectives, resources that are necessary for
achievement of goals, the way of measuring the achievement of those goals, outputs from the process and processes that
I am following.

Process mapping is the procedure of identifying and establishing relationships.

between the decomposition of the process. Representation of the process with the displayed order of occurrence
the process is graphically displayed with a process map.

Overview of key business processes and UTL processes, as well as their interactions
(mutual relationships) given in table 1.
Table 1 – Overview and interactions of key processes and macro processes
Ključni poslovini proces (K) 1 – Razvoj 2 – Proces 3 - Process
new implementation implementation
Process (P) product CVL KVL
1 - Marketing + + +
2 - Product realization planning + + +
3 - Product Design and Development + + +
4 - Procurement (of products and services) + + +
5 – Production of cylindrical roller bearings + + /
(CVL)
6 - Production of tapered roller bearings
+ / +
(KVL)
7 – Human Resource Management + + +
8 – Ensuring and Improving Quality + + +
9 - Financial Resource Management + + +
10 - Maintenance + + +
11 - Transport / + +
12 - Organizational and informational support
+ + +
QMS

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 Figure 2 shows the sequence of the macroprocess for production
The entrance to one process represents the exit from another process. For example, the connection between
The process of planning the realization and procurement is the procurement plan.

7. Management
human resources

8. Security and
improvement
1 quality

Management
Marketing financial
resources
3.
Designing and Production
development product A
2. Planning
realizations
product 1
4. Procurement 6. Production
product B

10.
Maintenance

11. Transport

12. Organization
and computer science

Image 2 - Map (network) of the process

Starting from the analysis of key business processes and the UTL decomposition process
The selected identified processes shown in image 3 include process P13: Design and
product development. At the same time, the inputs and outputs of the process are defined in the same image.

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I will travel to you.

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Figure 3 - Decomposition of the macro process P13: Product design and development

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CONCLUSION

With the emergence of the ISO 9000 series of standards, quality is definitively established as a global standard.
phenomenon, and in front of every company that wants to engage in global trade of goods and
the service has established an indispensable requirement to have a management system in place
quality management system (QMS) based on the standards ISO 9000:2000 (JUS ISO 9000: 2001).
Proizvodna preduzeća, suočena sa ovomčinjenicom, neminovno se moraju opredeliti za
they apply the QMS, if they do not want to maintain the status of local producer.
By modeling and executing the model of the current state, based on decomposition and
analyze the process, conditions for a process approach are created. By modeling a new network
processes create opportunities for process improvement. One of the most important - initial
The first step in implementing a QMS is the identification and mapping of processes. A practical approach,
Experiences from practice represent an inexhaustible source of knowledge and progress in the field of quality.

LITERATURE

Gatiss F. G., 'Total Quality Management A Total Quality Approach', Cassell,

London 1996.
Juran M. J., Godfrei A. B., (Editors): 'Juran ’s Quality Handbook' (fifth edition):
McGraw-Hill, New York, 2000.
Bank J., 'The Essence of Total Quality Management'
Documentation UTL a.d. Višegrad
Arsovski S., "Management of Quality Economics" Kragujevac 2002.
Internet sites in the field of quality

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