Process MappingCourse Overview

Your Time to Relax

SIPOC Analysis

CustomerSupplier Inputs OutputsThe Process

Value

SIPOC Analysis

CustomerSupplier Inputs OutputsThe Process

Value

Supplier Inputs The Process Outputs Customer

Value

Supplier Inputs The Process Outputs Customer

Value

Orient new employees Evaluate or establish alternative ways

of organizing to get work done Quickly get up to speed on what

groups, teams , or departments contribute to organization and visa versa

Identify improvement opportunities Evaluate, establish, and strengthen

performance measures

Process Maps Use

…what might the advantages be to visual representation of a process?

…what might the disadvantages be?

Consider…

Process MappingProcess Mapping Basics

Self-generated

One-on-one interviews

Group interviews

Information Collection Methods

Use group interview methods with a skilled facilitator

Select the right people◦ Process familiarity◦ Interest in process improvement◦ Availability

Establish effective ground rules Use Post-it notes for idea generation,

sequencing and rearranging

Process Mapping-Ideal Approach

Have a large enough room to allow people to move easily

Respect everyone’s contribution Do not let a particular technology or

software hinder group progress Keep the energy flowing Limit facilitation role when needed

Process Mapping-Ideal Approach

…limitation to the ideal approach of process mapping in your organization.

Consider…

Unbalanced map (in terms of level of detail)

Gaps (missing or uncertain steps) Map too “busy” Takes too long, group gets bogged

down Unclear terminology or cannot

remember what was said about a particular process step

Group is mixed in terms of organizational status (defer to decision maker)

Process Mapping Pitfalls

Brainstorm specific actions a facilitator might take to address each of the process mapping pitfalls. Be as

specific as possible.

Mitigating Pitfalls

…with the exception of Value Stream Future State Map Process Maps should reflect how the process actually exists, not how it is supposed to operate. Be cautious of “official” Process Maps and be aware of task expert discretion in executing the process.

Remember…

Process MappingFlow Charting

A graphic representation of the sequences of steps that make up a process. At a minimum the flow chart should be sufficiently detailed to indicate any process step that transforms product or service in any way.

For lean purposes flow charts are a valuable tool in identifying waste in a process.

Flow Charts-A Definition

Flow Chart

What is your level of personal experience creating and/or using flowcharts?

How are flowcharts the same as value stream maps? How are they different?

Reality Check

Flow Chart SymbolsBoundary (start/end)

Operation: activity or task

Movement or transportation

Inspection

Flow Chart SymbolsDelay

Storage

Decision

Document

Flow Chart SymbolsDatabase or

electronic storage

Connector

Arrows: Indicates sequence and flow of process

A A

As practice flowchart the process “going to work on Monday morning”

Share flowchart with table partners and get feedback

Flowcharting Practice

Now, take a shot at flowcharting your work process

Share flowchart with co-workers and get feedback

Flowchart Your Process

EndStart ?????

….what uses of flow charts do you see in your organization?

Consider…..

….what uses of flow charts do you see in your organization?

Document standard work Document changes to standard work Document process improvements Training aid Process transfer Work standard reference

Consider…..

Process MappingSpaghetti Charts

Your Time to Relax

What is it?A graphical representation of the movement of materials or people in a process

What is it used for?To identify and eliminate wasted motion and/or transportation

Spaghetti Chart

1. Get a layout or blueprint of the work area

2. Pick the subject to follow-materials or people

3. Record every movement of the target until it is finished

4. When diagram is finished, brainstorm ways to eliminate excessive travel or movement

5. Improve the process or job design to eliminate excess travel or movement

Hint: Use color to add flavor to your spaghetti

Making a Spaghetti Chart

Spaghetti Chart-Example

Prior to next class:

Construct a spaghetti chart of “getting ready for work”

Construct a spaghetti chart of people or material movement of your work process

Practice Time

…observations and actions from your spaghetti map “getting ready for work”

Share…

…observations and possible kaizen events to address travel and/or movement waste

Discuss…

Process MappingRelationship Map

Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

Your Time to Relax

A picture of the input-output (customer-supplier) connections among parts of an organization, such as functions, departments, divisions, or sites.

Often used to provide a “high-level” view, similar to an aerial view of functions, inputs, and outputs.

Relationship Map

1. Identify the major outputs of your group or department.

Relationship Maps

Process

Output

2. Identify your group or department’s immediate customers.

Relationship Maps

CustomerProcess

Output

3. List the major inputs your group or department requires to produce each major output.

Relationship Maps

CustomerProcessSupplier

Input Output

4. Identify where the inputs come from (who supplies them).

Relationship Maps

CustomerProcessSupplier

Input Output

5. What are the major relationships (inputs/outputs) inside your group or department?

Relationship Maps

CustomerProcessSupplier

Input Output

Welcome to Phil’s GarageCustomersProcessSuppliers

Input Output

Welcome to Phil’s Garage

Muffler Bay

Brake Bay

Shock Absorber

Bay

CustomersProcessSuppliers

Input Output

Welcome to Phil’s Garage

Sales

Muffler Bay

Brake Bay

Shock Absorber

Bay

CustomersProcessSuppliers

Input Output

Welcome to Phil’s Garage

SalesPurchasing

Muffler Bay

Brake Bay

Shock Absorber

Bay

CustomersProcessSuppliers

Input Output

Welcome to Phil’s Garage

SalesPurchasing

Muffler Bay

Brake Bay

Shock Absorber

Bay

CustomersProcessSuppliers

Input Output

Who are the customers for my part of the business?

What outputs do they receive from me?

Who are the suppliers to my part of the business?

What inputs do I receive from them?

Questions Answered

What major functions does my part of the business perform?

How do the functions in my part of the business “fit in” or contribute to the rest of the business?

What are the critical interfaces (connections) between my area and the rest of the organization?

Questions Answered (continued)

Determine whether and to what extent the requirements for each input and output are understood.

Determine how well each critical connection or interface is being managed.

Identify “disconnects”:◦ Missing link between function and input or

output.

Interpreting Relationship Map

Disconnects at Phil’s Garage

SalesPurchasing

Muffler Bay

Brake Bay

Shock Absorber

Bay

CustomersProcessSuppliers

Input Output

…a Relationship Map of your process

Interpret… …your Relationship Map

Identify… …specific actions to address

“disconnects”

Create…

Process MappingCross-functional Process Map

Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

A Review

Value Stream Map

Flow Chart

Spaghetti Chart

Relationship Map

Material and information flow

Detailed process sequence

Material and People Movement

High-level view of process inputs and outputs

Process Map What it Does

A Review

Value Stream Map

Flow Chart

Spaghetti Chart

Relationship Map

Cross-Functional Process Map

Material and information flow

Detailed process sequence

Material and People Movement

High-level view of process inputs and outputs

Details transformation process-inputs to outputs

Process Map What it Does

Cross-Functional Process Maps illustrate how work gets done in organizations-the paths that inputs follow as they get transformed into outputs that customers value. They show:

1. Inputs and outputs of each step

2. Sequence of steps

3. People, functions, or roles that perform each step

Cross-Functional Process Maps

A Generic View

3

3

3

3

2

2 2

2

2

1

11

1

1

1

1. Use a box to show steps of a process. Shade the box if you have a separate map or flowchart for this step.

Mapping Conventions

Order Placed Order Placed

2. Draw a line with arrowhead to show input and/or output of each step. Label the inputs and outputs.

Mapping Conventions

Order PlacedOrder Data

Sales Order

(Input) (Output)

3. Keep general left-to-right sequence of converting inputs to outputs.

Mapping Conventions

4. Inputs and outputs should pass over and under one another, rather than intersect.

Mapping Conventions

5. Use the diamond symbol to indicate a decision.

Mapping Conventions

Customer Address

Reviewed

Account History Update

Complete ?

Yes

No

6. Draw Horizontal bands using dotted lines to represent the functions, departments, and roles crossed by the work process. Inputs and outputs pass through these bands.

Mapping Conventions

Order Received

Order Processe

d

Sales Order

Reviewed

Sales Order

Completed

Yes

No

Complete ?

Opera

tions

Ord

er

Entr

ySale

s

7. When several functions jointly perform the same step, draw a box so it includes all functions.

Mapping Conventions

Opera

tions

Ord

er

Entr

ySale

s

Customer History

Reviewed

8. Split the band if you want to show a subset of a function.

Mapping Conventions

Order Scheduled

Order Confirmed

OrderEntered

Opera

tions

Sale

s

Domestic

International

OrderEntered

Order Confirmed

Letter or Credit

Obtained

1. Place a large piece of paper (3’ x 6’) on wall or floor.

2. Draw horizontal bands to represent each function, roles, job title, etc.

Creating a Cross-Functional Process Map

3. Label the functions, starting with the customer (internal or external) at the top, then functions closest to customer.

Creating a Cross-Functional Process Map

Customer

Sales

Operations

4. Ask each group member to write on Post-Its the steps that makes up their function’s portion of process and place on map.

Creating a Cross-Functional Process Map

Customer

Sales

Operations

5. Resequence the Post-Its until the group is satisfied that the process is accurately mapped.

Creating a Cross-Functional Process Map

Customer

Sales

Operations

6. Add and label all inputs and outputs to complete the map.

Creating a Cross-Functional Process Map

Customer

Sales

Operations

A

BC

D

What steps are required to produce a particular output?

What is the order in which steps are performed?

Who (which function) performs each step? What are the handoffs or interfaces

between functions? In what part of the processes do the

handoffs occur? What are the inputs required and inputs

produced at each process step?

Questions

Back to Phil’s Garage

Phil’s Garage

Back to Phil’s GarageCustomer

Sales

Muffler Bay

Technician

Work Requested

New Muffler Installed

Old Muffler Removed

New Muffler Obtained

Work Order Received

Work order prepared

Engine Restarted

Exhaust Monitored

Turn Off Engine

Prepare Bill

Notify Sales

Pay Bill

Job OK?

Verbal Request

Completed Work Order

Prep

New

Muffler

Old

Muffler

New Muffler in Place

Engine

Idling

Exhaust

Data

No

Yes

Engine Off

Job Complete

Final Bill

Disconnects-missing or deficient inputs or outputs

Missing or implied steps, inputs, or outputs

Inputs that do not feed into process steps or outputs that do not feed out of process steps

Interpretation

Back to Phil’s GarageCustomer

Sales

Muffler Bay

Technician

Work Requested

New Muffler Installed

Old Muffler Removed

New Muffler Obtained

Work Order Received

Work order prepared

Engine Restarted

Exhaust Monitored

Turn Off Engine

Prepare Bill

Notify Sales

Pay Bill

Job OK?

Verbal Request

Completed Work Order

Prep

New

Muffler

Old

Muffler

New Muffler in Place

Engine

Idling

Exhaust

Data

No

Yes

Engine Off

Job Complete

Final Bill

1. Create a Cross-Functional Process Map of your process. Make sure to follow the steps in order. Post your results.

2. Rotate to another group’s Cross-Functional Map and interpret it. Report out what you found.

3. Reconvene original groups and identify and prioritize possible kaizen activity based on feedback.

Your Turn

Process MappingAnalyzing a Process

Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

Your Time to Relax

Process Maps are a means to an end, not an end in and of themselves.

Regardless of other analysis any process map should classify each step as value-added or non-value added and plan to eliminate non-value added steps, if possible.

Analyzing a Process

Cost Reduction Cycle Time Reduction Quality Improvement Customer Satisfaction Measurement Systems Horizontal Measurement Benchmarking Reengineering

Areas of Analysis

Analysis Questions:◦ What does it cost to operate the process?◦ Which steps cost the most? Why?◦ What are the causes of cost in this process?

Additional Data Required:◦ Cost of each input, output, and step◦ Determination of whether each step is

value-added or non-value added

Cost Reduction

Mapping Used:◦ Cross-functional Process Map◦ Flowchart◦ Spaghetti Chart

Map Portion Used:◦ Inputs◦ Outputs◦ Steps◦ Transportation or movement distance

Cost Reduction

Analysis Method:◦ Pareto chart◦ Activity-based costing◦ Activity-based management

Cost Reduction

Analysis Questions:◦ Which steps consume the most time? Why?◦ Which steps add value and which steps do

not?◦ Which steps are redundant, bottlenecks, or

add complexity?◦ Which steps result in delays, storage, or

unnecessary movement?

Cycle Time Reduction

Additional Data Required:◦ For each step determine-

Elapsed time Whether the step is value-added or non-value

added Complexity Redundancy Bottleneck Delays Storage Transportation

Cycle Time Reduction

Mapping Used:◦ Cross-functional Process Map◦ Flowchart◦ Spaghetti Chart

Map Portion Used:◦ Steps◦ Transportation or movement distance

Analysis Method:◦ Pareto chart◦ Work simplification

Cycle Time Reduction

Analysis Questions:◦ Is variation due to common or special

causes?◦ What are the causes of defects?◦ Which variables must be managed to have

the desired effect on the relevant quality characteristics?

◦ How should the process be changed to reduce variability?

Quality Improvement

Additional Data Required:◦ Process requirements◦ Common or special cause variation◦ Desired quality characteristics◦ Defect categories and descriptions

Mapping Used:◦ Cross-functional Process Map◦ Flowchart

Quality Improvement

Map Portion Used:◦ Inputs◦ Outputs◦ Steps

Analysis Method:◦ Statistical methods (control charts)◦ Pareto chart◦ Cause and effect◦ Root cause analysis◦ Design for manufacturing◦ Design of experiments (DOE)

Quality Improvement

Analysis Questions:◦ How does process performance data

compare to customer expectations and perceptions data?

Additional Data Required:◦ Customer expectations data◦ Customer perceptions data◦ Process performance data

Customer Satisfaction

Mapping Used:◦ Relationship Map◦ Cross-functional Process Map◦ Flowchart

Map Portion Used:◦ Inputs◦ Outputs

Customer Satisfaction

Analysis Method:◦ Market research◦ Stratification: grouping data by categories

and looking for patterns in the data◦ Comparative analysis

Customer Satisfaction

Analysis Questions:◦ Based on customer expectations data, what

are the requirements for the inputs and outputs of the process?

◦ What should our measures be to assure that the requirements are met?

◦ Do our current measures assess what is important to our customers?

◦ What happens to the measurement data we currently collect?

Additional Data Required:◦ Process requirements

Measurement System:Design and Evaluation

Mapping Used:◦ Relationship map◦ Cross-functional Process Map◦ Flowchart

Map Portion Used:◦ Inputs◦ Outputs

Analysis Method:◦ Measurement system analysis

Measurement System:Design and Evaluation

Analysis Questions:◦ Who should be accountable for end-to-end

process performance?◦ How can we structure the organization to

manage processes in addition to functions?

Additional Data Required:◦ Customer expectations data◦ Customer perceptions data◦ Process performance data

Horizontal Measurement

Mapping Used:◦ Relationship Map◦ Cross-functional Process Map

Map Portion Used:◦ Inputs◦ Outputs

Analysis Method:◦ Organizational design and analysis

Horizontal Measurement

Analysis Questions:◦ What are the best-in-class practices and

metrics?◦ What are the root causes of superior

performance?◦ What makes a given practice so effective?◦ Why is the process designed to operate the

way it is?

Additional Data Required:◦ Practices-your own plus those of the

benchmark organizations◦ Metrics-your own plus those of the

benchmark organizations

Benchmarking

Mapping Used:◦ Cross-functional Process Map◦ Flowchart

Map Portion Used:◦ Inputs◦ Outputs◦ Steps

Analysis Method:◦ Comparative analysis◦ Forced Field Analysis

Benchmarking

Analysis Questions:◦ How can the function of this process be

performed differently?◦ How can we make the process more

effective, efficient, and adaptable?◦ How can we add value while reducing cost?◦ What will the jobs in the new process

consist of?◦ How can we use information technology to

empower job performers?

Reengineering

Additional Data Required:◦ Cost of each input, output, and step◦ Elapsed time◦ Customer satisfaction◦ Number of persons operating the process◦ Information systems◦ Process requirements◦ New Job tasks

Reengineering

Mapping Used:◦ Cross-functional Process Map◦ Flowchart

Map Portion Used:◦ Inputs◦ Outputs◦ Steps

Analysis Method:◦ Any and all methods noted in other

applications

Reengineering

Determine the primary and secondary (if appropriate) area of analysis for your project

Reexamine the relevant process map

Focus on non-value added steps that could be eliminated or combined more efficiently

Identify other possible kaizen activities

Upon Further Review

Review the types of data you will be using to analyze your process

Determine what data already exists in some form and what data will need to be collected by the team

Develop a data collection plan

Focus on what is important, not what is easy

Data Plan

Process MappingProcess Improvement Plan

Develop a draft improvement plan

Present your plan

Critique your classmates’ plans

Refine your improvement plan

Your Improvement Plan