They present a visual representation of the process as well as its components in order to provide better understanding of how the process works. They can contain information such as: individual steps within the process, identified owners of the activity and detailed expected time frame for the execution of the activity. The great importance of process maps is also reflected in the transfer of processes between stakeholders and the identification of areas for improvement. Creating process maps begins by documenting processes at a macro level, and then those processes are gradually simplified to provide more detail.

The most common types are: 

1. High-level process maps, also known as value chain maps,provide a macro-level view of the company’s process model or the main connections between departments within it. A high-level process map gives a simple insight into how the process is executed. It is suitable for communicating with company management and stakeholders and when a deeper understanding of the process is not necessary.
2. Detailed process maps show a more complex version of the process that contains details about the sub-processes. They are used for analyzing process steps, defining ways to optimize the process, densifying bottlenecks and wide areas in the process; they help clarify whose responsibility the activities are, as well as establishing whether the tasks are properly carried out or not.

• They provide insight into the current state of the process by enabling a more efficient approach to changes. They provide greater transparency regarding decision-making and process flow which in turn helps to identify bottlenecks within and between processes.
• Employees are shown a visual representation of their place in the process and their relationships with other team members are highlighted. In this way, organizations can focus their efforts and resources on activities that directly create added value.
• Provide a frame of reference for the quality management system (QMS) by increasing standardization and awareness of employee roles.
• They can be of use with benchmarking or selecting an ERP package or some other software solution that could integrate that process.

Using the Simplify methodology, we define project goals and form a process flow diagram according to the BPMN 2.0 standard (an internationally recognized notation standard based on the flow diagram technique used for modeling business processes). 

According to our methodology, we first create a detailed view of the AS-IS state and work instructions in order to define a new process or document and improve the existing one. Depending on the type of project, we map the processes in order to: 

1. Provide the organization with a visual overview of the process and participants in the process, which can be attached to other process documentation;
2. Define waste, ie. wastes in the process, after which the TO – BE state is created during process optimization;
3. Define the basis for evaluating the potential for automation, i.e. for the creating Automation potential maps, after which the TO – BE state of the process is created, which represents how the process will look when the robot executes it.

The diagram later provides an input for improvements because it gives a frame of reference for the team to highlight possible problems and solutions, document processes, and ensures compliance and audit for documentation. We identify process owners and delegate responsibilities for each process.