Process Improvement

When I work with clients one of the key activities which seems to crop up time and time again is a need to map and understand how business processes are operating.  We frequently spend time looking at 4 key aspects associated with each process - the inputs and outputs, the resources and the controls.  In many cases the discussion starts off along the lines of 'oh we know how that process works' but by the time we've actually tried to map it we've ended up with a variety of views from staff and it often becomes clear that individually we may all have a view but as a business it is a mess.  It's around the issue of controls and resources that we frequently spend the most time - just what resources does the process utilise, who and what are they?  Does everyone understand the inter-relationships and dependencies?  Controls also provoke debate - which procedures or instructions actually cover the process and do they bear any resemblance to what we have by now agreed is the best way?  By painstakingly working through processes in this way the opportunities to improve effectiveness and efficiency really start to show through.  Why not sit down with a blank sheet of paper today and map out a process which you operate?  When you have mapped it show it to someone else who is involved - and see if they a