Course Overview. Customer Supplier InputsOutputs The Process Value.
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Transcript of Course Overview. Customer Supplier InputsOutputs The Process Value.
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