Bb Wk1 230 Process Mapping
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Transcript of Bb Wk1 230 Process Mapping
Copyright © 2001-2005Six Sigma Academy International, LLCAll Rights Reserved
Process Mapping Pg 2
The Breakthrough Strategy®
And Process Mapping
1. Select Output Characteristic
2. Define Performance Standards
3. Validate Measurement System
4. Establish Baseline Process Capability
5. Define Performance Objectives
6. Identify Variation Sources
7. Screen Potential Causes
8. Discover Variable Relationships
9. Establish Operating Tolerances– Implement Improvements
10. Validate Measurement System
11. Determine Final Process Capability
12. Implement Process Controls
Our Y will be the output of the process or a subset of the process that we map.
The key output of a Process Map is a better understanding of the process and its inputs.
The Process Map can be a screen to help identify those steps/inputs that have a high potential for affecting the process (bottlenecks, flow, High Cycle Times, etc.)
A Process Map of the final improved state is sometimes useful as a control mechanism.
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Process Mapping Pg 3
Module Objectives
By the end of this module, the participant should be able to:
• Explain the value of Process Mapping
• Explain the role of Process Mapping within the 12 Step Breakthrough Strategy®
• Explain the benefits of the various levels of Process Mapping
• Develop a Detailed Process Map
• Explain the value of Functional Process Maps
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Process Mapping Pg 4
Why Are Process Maps Used?
• Document and understand the actual process
• Show the relationship of process-steps
• Develop a list of potential Xs to assist in building Y = f(X)
• Determine Value-Add (VA), Business-Value-Add (BVA),and Non-Value-Add (NVA) steps of a process
• Communicate information
• Train employees on the process
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Process Mapping Pg 5
What Is A Process Map?
• A Process Map is a graphical representation of the steps involved in a process or portion of a process
• There are many types of Process Maps at different levels of detail and used for different purposes. Some of the more typical are:
Type of Map Use
High-level, e.g., SIPOC Used in project definition and scoping
Common Used to display the steps in the process. First step in constructing a Detailed Map.
Detailed Adds inputs/outputs, VA/BVA/NVA, and classification of inputs to the Common Process Map
Functional Breaks the steps into functional areas, frequently mapped against a time line
Process Maps are powerful tools in understanding, communicating, and investigating the function of a process. Selecting the right type for the stage of the
project is the key to effective and efficient usage.
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Process Mapping Pg 6
Versions Of A Process
At Least 3 Versions
What you think it is... What you would like it to be...
What it actually is...
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Process Mapping Pg 7
Levels Of A Process
Terms
BusinessProcess
(“Strategic”)
BusinessProcesses
High-level Process Map
Detailed Sub-process Map
BusinessDevelopment
Sales Underwriting ContractingCustomer
Service
Docs Negotiate Close
Underwriters (ext.) Customers(int.) Cust. Service Dept.
Customer
Tasks Procedures
Supplier
CoreFunctional
Departments
Sub-process
DetailedSub-process
Terms
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Process Mapping Pg 8
SIPOC – A High-level Process Map(Covered In Project Definition Module)
A high-level Process Map should describe:
• Major tasks and activities
• The boundaries of the process
• The Process Output Variables (POV)
• Who receives the outputs (customers)
• What does the customer require of the outputs
• The Process Input Variables (PIV)
• Who supplies the inputs (suppliers)
• What does the process require of the inputs
SIPOC: Supplier, Inputs, Process, Outputs, Customers.
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Process Mapping Pg 9
Suppliers Inputs Process Outputs Customers(Providers of the required resources)
(Resources required by the process)
(Top level description of activity)
(Deliverables from the process)
(Anyone who receives a deliverable from the
process)
Requirements Requirements7
Who is the supplier of
each input?
6What
Inputs are required to
enable this
process to occur?
8What
does the process expect
from each input?
1What is
the process?
3What are
the outputs from the
process?
5What
does each customer
expect from each
output?
4Who is the customer of each output?
2When does the Process
start?
Boundary
Boundary
S I P O C
SIPOC Structure
File: 2110MB00 SIPOC.xls
2When does the Process
end?
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Process Mapping Pg 10
Common Process Map
A common Process Map should describe:
• All of the steps within the bounded process
• The flow relationship between the steps including loops anddecision points
• Distribution of material flow, e.g., 60% to machine A and 40% to machine B
• This is a 1st step in building a Detailed Process Map
This is sometimes referred to as a simple flow chart.
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Process Mapping Pg 11
Common Process Map Example
Work Start1Receive
Sales order
CreateOrders of
100 per Lot
Pull RawMaterial
Mate Raw Material toProduction Paperwork
Ship
Set Up DrillPress
Drill Hole Deburr Hole
Set UpMiling
Machine
Final Inspect
Mill Chamfer
Deburr Inspect
Scrap
Scrap
OK
Rew ork
OK
Rew ork
Scrap
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Process Mapping Pg 12
Detailed Process Map
A Detailed Process Map should describe:
• All of the steps within the scope of the project(frequently a subset of what was mapped in the common Process Map)
• The flow relationship between the steps including loops and decision points
• Distribution of material flow (60% to machine A, 40% to machine B)
• All inputs and outputs by step
• The classification of inputs – Noise (N), Standard Operating Procedures (S), or Control (C)
• The Value-Add status of each step – VA, BVA, or NVA
• Optional metrics – DPU, DPO, Cycle, or YTP
One of the best tools to develop the list of PIVs.
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Process Mapping Pg 13
Detailed Process Map Example
Widget Manufacture
Work Start1
Ship
Set Up DrillPress
Drill Hole Deburr Hole
Final Inspect ScrapRew ork Scrap
OK
Y - OutputsParts packagedParts shippedShippping documentationShipping log
X - InputsN: Good partsS: Customer's POC: PackagingS: Shipping program
X - InputsN: Drill PressC: Drill BitC: Speed (RPM)C: Feed (IPM)N: Coolant typeC: Coolant f lowC: Positive stop positionS: Fixture (jaw s)
Y - OutputsPositive stop setSpeed setFeed setCoolant adjusted
Y - OutputsHole locationHole diameterHole profile (ovality)Tool Usage Log
X - InputsN: Drill bit sharpnessC: Drill bit angleC: Drill bit coatingC: Drill bit alignmentC: Drill bit gashC: Coolant typeN: ChipsC: Positive stop rigidity
Y - OutputsClean hole - no burr
X - InputsN: Part w ith burrC: deburr toolS: Proceedure
Y - OutputsGood parts taggedRew orked taggedScrap parts taggedFilled inspection forms
X - InputsS: Gage pinsS: CalipersS: BlueprintS: Inspection form
Y - OutputsReclaimed copperScrap report
X - InputsN: Scrap partsS: Scrap Proceedure
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Process Mapping Pg 14
Functional Process Map
A Functional Process Map should describe:
• The steps in the bounded process, separated into functional areas
• Internal customer-supplier relationships
• Sequential flow of process activities across functional areas
A Functional Process Map may also include:
• A timeline
• External suppliers as functional areas
• Cycle Times of activities, as well as DPU, DPO, YTP
Helps each functional area understand its role in the larger process, and identifies bottlenecks.
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Process Mapping Pg 15
Functional Process Map ExampleB
usin
ess
Uni
tI.
T.
Fin
ance
sT
op M
gt/
Cor
pora
te
Define needs
21 days 15 days6 days 5 days17
days 7 days 71 days
Prepare paperwork
Review &
approve
Review & approve standard
Review &
approve
Review &
approve
Acquire equipment
Supplier
Configure & install
Receive & use
Issue payment
Supplier
Pro
cure
-m
ent
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Detailed Process Mapping
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Process Mapping Pg 17
– Process Step or Operation (White)
– Delay (Red)
– Measurement, Quality Check, or Inspection (Yellow)
– Storage (Yellow)
– Decision (Blue)
– Handling, Transport or Movement of Material (Yellow)
Process Mapping Symbols
These are typical, use whatever is your local standard.
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Process Mapping Pg 18
Basic Structure
Good
Bad
Good
Bad
Scrap
Warehouse
• How many Process or Operation Steps are there?
• How many Decision Points?
• How many Measurement/Inspection Points?
• How many Rework Loops?
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Process Mapping Pg 19
Tips In Process Mapping
• Clarify process boundaries
• Use verbs to describe steps
• Do not include “who” in step description
• Combine, eliminate duplicates, clarify steps
• Analyse/review from finish to start
• Process Mapping is best done as a team
• Involve stakeholders
• Cross-functional teams are generally recommended
• “Walk the process”, repeatedly
• Ask lots of questions
• Map the process at the “right” level
Involve people who know (focus on) the “current” process.
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Process Mapping Pg 20
What Level Of MagnificationIs Required?
• High-level maps provide
- 60,000 foot view of the process
- Inputs, outputs, customers, suppliers (at macro level)
• Mid-level maps provide
- Clear view of all steps in the process
- Sequence of steps, loops, etc.
• Detailed maps provide
- Evaluation of Value-Add status for all steps within the bounded or confined area of the process
- Inputs, outputs for all steps within confined area of the process
Stay as high as you can, for as long as you can.
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Process Mapping Pg 21
Definitions – Activity Types
Value-Added• Any activity or task that transforms the deliverables of a process in such
a way that the client is aware of it and is willing to pay for it Any activity that, when left out, would impact product performance
and/or customer satisfaction
Business-Value-Added• Necessary to support Value-Added steps in the current process Includes those activities that do not add value but are currently
required by regulation or law When left out, may not directly impact the customer or
incur dissatisfaction
Non-Value-Added• Any activity that, when left out, does not directly impact the customer or
the business
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Process Mapping Pg 22
Definitions – Input Types
Controllable (C)
• These are inputs that you can adjust or control while the process is being setup or running, e.g., speed, feed rate, temperature, pressure. These are sometime referred to as “knob” variables
Standard Operating Procedures (S)
• These are procedures that are part of the process and have been defined and documented. The goal here is to make sure that we document the true procedure, e.g., cleaning, safety, loading of components, setup
Noise (N)
• These are things you cannot control or choose not to control dueto cost or difficulty, e.g., ambient temperature or humidity,operator training
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Process Mapping Pg 23
Process Mapping The 8 Step Methodology
1. Create the Top Level SIPOC, defining the scope of the process (start and end)
2. Map all activities needed in the production of a “good” product or service within the scope from Step 1
3. If desired narrow the focus to that portion of the map that is critical to the project
4. For the activities from Step 3, designate as VA, BVA, or NVA
5. List outputs for each activity from Step 3
6. List inputs for each activity from Step 3
7. Classify all inputs as C, S, or N
8. Clearly identify all data collection points
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Process Mapping Pg 24
Why List The Inputs And Outputs?
• Project improvements are based on finding Y = f(X)
• Must have a list of potential Xs to start the investigation
• The Process Map is an excellent tool for identifying potential Xs
• Outputs from 1 process step are usually the inputs for the next process-step
To identify the list of potential Xs or PIVs, fill the top of the funnel.
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Process Mapping Pg 25
Links To Other Tools
The Detailed Process Map provides input to:
• Cause and Effects Matrix
• Failure Mode and Effects Analysis (FMEA)
• Control Plan
• Multi-Vari Studies
• DOE planning
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Case Study – Widget Manufacture
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Process Mapping Pg 27
Widget Description
0.5”
2.5”
0.5”
0.5”
1.0”
1.5”0.9”
Widget
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Process Mapping Pg 28
Widget Manufacture – Step 1
Step 1: Define the scope of the process (start and end)
• Process starts when we receive an order
• Process ends when we ship the product
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Process Mapping Pg 29
Work Start1Receive
Sales order
CreateOrders of
100 per Lot
Pull RawMaterial
Mate Raw Material toProduction Paperwork
Ship
Set Up DrillPress
Drill Hole Deburr Hole
Set UpMiling
Machine
Final Inspect
Mill Chamfer
Deburr Inspect
Scrap
Scrap
OK
Rew ork
OK
Rew ork
Scrap
Widget Manufacture – Step 2
Step 2: Map all activities (within the scope from Step 1) needed in the production of a “good” product or service (Common Process Map).
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Process Mapping Pg 30
Widget Manufacture – Step 3
Step 3: If desired, narrow the focus to that portion of the map that is critical to the project.
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Process Mapping Pg 31
Critical Portion Of The Process
MoveableJaw
Solid Jaw
Positive Stop
Fixture AA Drill attached to solid jaw
Widget, Model A – Drilling Operation
Load widget with pre-machined chamfer into fixture AA.
Insert 3/8” drill bit into chuck.
Drill 3/8” through hole.
Deburr and stack part.
Inspect for Hole Location, Diameter and Surface Finish.
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Process Mapping Pg 32
Widget Manufacture – Step 4
Step 4: For the activities from Step 3, designate as VA, BVA, or NVA.
Work Start1
Ship
Set Up DrillPress Drill Hole Deburr Hole
Final Inspect ScrapRew ork
Scrap
OK
Business Value-Add
Non-Value-Add
Value-Add
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Process Mapping Pg 33
Widget Manufacture – Steps 5 To 7
Step 5: List outputs for each activity from Step 3.
Step 6: List inputs for each activity from Step 3.
Step 7: Classify all inputs as C, S, or N.
Set Up DrillPress
Drill Hole Deburr Hole
Rew ork Scrap
OK
X - InputsC: Drill BitC: Speed (RPM)C: Feed (IPM)N: Coolant type
Y - OutputsPositive stop setSpeed setFeed setCoolant adjusted
Y - OutputsHole locationHole diameterHole profile (ovality)
X - InputsN: Drill bit sharpnessC: Drill bit angleC: Drill bit alignmentC: Drill bit gashC: Coolant typeC: Positive stop positionC: Positive stop rigidity
Y - OutputsClean hole - no burr
X - InputsN: Part w ith burrC: deburr toolS: Proceedure
Only a subsection of the chart is shown for clarity
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Process Mapping Pg 34
Widget Manufacture – Step 8
Step 8: Clearly identify all data collection points.
Work Start1
Ship
Set Up DrillPress Drill Hole Deburr Hole
Final Inspect ScrapRew ork
Scrap
OK
Setup data log with speeds, feeds, etc. Tool usage log with part
quantity per drill change.
Inspection data• Location • Diameter• Shape• Perpendicularity• Burr• Surface finish
Shipping log
Inputs and Outputs removed for clarity.
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Process Mapping Pg 35
Functional Process MapA Different View
Sales
Scheduling
Mill Room
Drill Room
Shipping
Work Start1Receive
Sales order
CreateOrders of
100 per Lot
Pull RawMaterial
Mate Raw Material toProduction Paperwork
Ship
Set Up DrillPress
Drill Hole Deburr Hole
Set UpMiling
Machine
Final Inspect
Mill Chamfer Deburr Inspect
Scrap
OK
Scrap
Rew ork
OK
ScrapRew ork
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Exercises
CatapultGetting To Work
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Process Mapping Pg 37
Catapult Process Map Exercise
In teams, complete a detailed map for the process you used for firing the catapult (Steps 1-8).
(40 min.)
(10 min. debrief)
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Process Mapping Pg 38
Catapult Exercise Setup
• Process starts with fully assembled catapult onsite (Note: Pins are not set, cup location may be adjusted, aim is not set)
• Process ends when the castle has been hit
• Process must include decision loops for correcting aim, distance, etc.
• Map must include inputs, outputs, VA/BVA/NVA, anddata collection points
• You may reduce the scope for the detailed map, if you find that beneficial (time constraints)
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Process Mapping Pg 39
Getting To Work Process Map Exercise (Optional)
• In teams, complete a detailed map for the process you use to get to work in the morning (Steps 1-8)
• Process starts with waking up
• Process ends when you arrive at work (at your workstation)
• Process must include at least 1 decision loop
• Map must include inputs, outputs, VA/BVA/NVA, and data collection points
• You may reduce the scope for the detailed map, if you find that beneficial (time constraints)
(40 min.)
(10 min. debrief)
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Process Mapping Pg 40
Objectives Review
The participant should be able to:
• Explain the value of Process Mapping
• Explain the role of Process Mapping within the 12 Step Breakthrough Strategy
• Explain the benefits of the various levels of Process Mapping
• Develop a Detailed Process Map
• Explain the value of Functional Process Maps
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AppendixOther Types Of Process Maps
Corrective ActionData FlowIndustrial Engineering Process StudyP-Diagram
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Process Mapping Pg 42
Corrective Action Guidelines
• Used to determine cause of failures
• Troubleshooting
• Example – Back of VCR manual
• May be used as part of Control plan
Start
Buy New Flashlight
Battery Pos.
Test Battery
Test Bulb
Light ?
Fix Battery Position
Light ?
Replace Battery
Light ?
Replace Bulb
Stop
Yes
Wrong
Yes
OK
OK
OK
Bad
Bad
No
NoYes
No
If flashlight does not work
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Process Mapping Pg 43
Data Flow Diagram
Brokerage System Data Flow Diagram
SellerSeller
ID
Payable
Settlement
Advance on
Purchase
Agreement to Purchase
Payables Records
Purchase Agreement
#
Settlement #
Deliveries
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Process Mapping Pg 44
Industrial Engineering Process Study
Step 3B: Hinge Adaptation
Facility procedure
Reach for pin with left hand
Grasp pin at midpoint
Reach for spacer with right hand
Grasp spacer
Slide spacer onto pin until spacer is seated firmly
Hold subassembly
Carry to hinge assembly
Press foot pedal of hinge opener
Wait for hinge to open
Slide pin into cavity of hinge assembly
Release foot pedal
Operate Transport IdleStore
Common within Industrial Engineering Applications
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Process Mapping Pg 45
High-level P-Diagram
Total Design/Manufactuing
VariabilityComponent ChangesOver Time/Mileage
Customer Usage/Duty Cycle
ExternalEnvironment
In-Vehicle SystemsEnvironment
Signal Factors Transfer Case Input Torque Range Sleeve and Input Speed Shift ForkEngine TorsionalsDriver Mode Selection
Transfer Case DesignTransmission/Driveline
ExternalSystems Frame and Body
Noise Factors
Control Factors
Response
Error State
Shift transfer case between high range and low range for life of unit
Axial force on range fork during non-shifting operation that exceeds design intent resulting in excessive fork pad wear and eventual failure which result in vehicle inop. condition.
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Process Mapping Pg 46
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