Transcript
PROCESS PROCESS MAPPINGMAPPING
Quality and ProcessesQuality is judged by customers based on the output of a process
Focusing on the work of the individual worker will not lead to greatly improved quality
Quality and ProcessesTo improve quality, the process must be improved.
Simply focusing on or defining a process is NOT improvement – Management has to make changes and use data to show the change really is an improvement.
Quality and Processes
PROCESS MAPPINGPROCESS MAPPING
PROCESS PROCESS MAPPINGMAPPING
WHY CREATE A SIPOC MAP?
1. To develop a high-level view of the
process.
2. To avoid dilution of Scope.
3. To highlight areas for
improvement.
4. To ensure focus on the customer.
PROCESS MAPPINGPROCESS MAPPINGSuppliers Inputs Process Outputs Customers
LabourMaterial
IdeasInformation
SkillsEffort
Knowledgeetc.
Process description
Process map:
Enablers
SIPOC ANALYSIS AND MAP
PROCESS MAPPINGPROCESS MAPPING
SIPOC : HIGH-LEVEL PROCESS VIEW
Process
-A high-level view is often captured as top-level flow chart
Step 1:Bottling
Step 2:Labeling
Step 3:Inspecting
Step 4:Packaging
INPUTOUTPU
T
Questions to help with SIPOCPurpose
Why does this process exist?What is the purpose of this
process?What is the outcome?
OutputsWhat product does this process
make?What are the outputs of this
process?At what point does this process
end?
Questions to help Questions to help with SIPOCwith SIPOCCustomers
Who uses the products from this process?
Who are the customers of this process?
Process stepsWhat happens to each input?What conversion activities take place?
PROCESS MAPPINGPROCESS MAPPINGInputs/Suppliers
Where does the information or material you work on come from? Who are your suppliers?
What do they supply?Where do they affect the process flow?
What effect do they have on the process and on the outcome?
How to create a SIPOC MapName the process.Clarify the start and the stop (boundaries) of the process.
List key outputs and customers.
List key inputs and suppliers.Identify, name, and order the major process steps.
Building of a Process MapList Suppliers
ListInputs
Map the Process ListOutputs
Listcustomers
1. Determine the beginning and the end of the process
2. Brainstorm the process steps3. Group processes into major
process areas4. Layout activities in sequence5. Code each activity6. Walk through the process
thereby validating it.
Questions to ask
PROCESS MAPPINGPROCESS MAPPINGMany defects arise because something in a process is done incorrectly or inefficiently.
To improve process sigma managers need to be able to pinpoint process problems and find better, more effective ways to accomplish the same work.
What you need to know about a Process
PROCESS MAPPINGPROCESS MAPPING
Understanding a ProcessTo better understand the process, PEIM will:Create a flowchart of the process.Identify which of your process steps are value-added and which are non value-added.
Determine cycle time and identify bottlenecks.
Look for errors or inefficiencies that contribute to defects.
FLOW CHARTS
Flow charts are tools that make a process visible.
Start Step 1 Step 2 Step 3
Decision
Step 4 Step 5
Step 6 End
No
WHY USE FLOWCHARTS
PROCESS MAPPINGPROCESS MAPPING
WHEN TO USE FLOWCHARTS
Customer Service
Demand Fulfillment
Demand Generatio
n
New Product Development
ShippingPackingProducing Ordering materials
Packaging SealingFillingMixing
Level 1
Level 2
Level 3
STARTING AT THE TOP
Key business activities can be defined at different levels of the organisation
PROCESS MAPPINGPROCESS MAPPING
BASIC VS. ACTIVITY FLOWCHARTS
BASIC VS. ACTIVITY FLOWCHARTS
BASIC VS. ACTIVITY FLOWCHARTS
BASIC VS. ACTIVITY FLOWCHARTS
Start
Step 1 Step 2 Step 3 Step 4
End
WHICH FLOWCHARTING TECHNIQUE SHOULD I USE?
Basic Flowchart Activity Flowchart Deployment Flowchart
•To identify the major steps of the process•To illustrate where in the process you will collect data
•To display the complexity and decision points of a process•To identify rework loops and bottlenecks
•To help highlight handoff areas in processes between people or functions•To clarify roles and indicate dependencies
HOW TO CREATE FLOWCHARTSWhen creating a flowchart, work with a group so you can get multiple viewpoints.Brainstorm action stepsWrite these on self-stick notes or on a flipchart
Make sure to include the steps that occur when things go wrong
HOW TO CREATE FLOWCHARTS•Arrange the steps in sequence
•Be consistent in the direction of flow-time should always flow from top to bottom, or from left to right
•Use appropriate flowchart symbols• Check for missing steps or decision points
• Number the steps
FOUR PERSPECTIVESFlowcharts can map four different
perspectives on a process:1. What you think the process is?2. What the process really is?3. What the process could be?4. What the process should be?
At this stage, you are trying to define the current situation, as it is. Therefore, your flowchart(s) should map what is really happening in the process.
Processes and ComplexityCompare the flow chart below with the one on the next page-which of the flow chart reflects more accurately reality?-which of these flow charts would you prefer to use? Why?
Take original to copier
Place original on copier
Select sizeSelect orientation
Select number of copies Start copier Copier
runsAnother page?
Remove original
Collect copies Staple Clear
ModesLeave room
Yes
No
VALUE-ADDED AND NONVALUE-ADDED STEPSValue-Added Step:
Customers are willing to pay for it.
It physically changes the productIt’s done right the first time.
Non-Value Added Step:Is not essential to produce output.
Does not add value to the output.
Non-Value Added Step:Includes:Defects, errors, omissions.Preparation/setup, Over-production, processing, inventory
Transporting, motion, waiting, delays
Value-Added Activities
Value-Added Activities
Non Value Added Activities
Non Value Added Activities
Non Value Added Activities
CYCLE TIME REDUCTIONUnderstanding cycle time:Provides a better understanding of the process.
Shows the impact of no value-added steps on the time it takes to produce product or service.
Identifies bottlenecks in the process
Waste•Defects•Over-production•Over-processing•Transporting•Inventory•Motion•Delays
ValueAddingProcessingtime
CYCLE TIME REDUCTIONReducing cycle time:
•Helps increase predictability in the process
•Helps reduce waste and rework, which reduces costs.
•Provides a competitive advantage by reducing cycle time.
MEASURING CYCLE TIME1. Decide whether you
will measure cycle time on the entire process or on a subset of steps.
2. Develop operational definitions for the starting and ending points of each step.
3. Develop consensus about what is value-added and what is non-value added time (if you haven’t done so already)
4. Develop a data collection form.
Process Step
Cumulative Time
VA Time
NVA Time
Notes
VALUE ANALYSIS MATRIXYou can track specific types of non-value added time with a Value Analysis Matrix. This helps clarify: the types of waste present in the process,
the percentage of overall process time each non-Value adding step contributes.
100%100Total
30%30Transporting/ Motion
52%52Delay
6%6Control/ Inspection
Prep/Setup
10%10Fixing Errors
Non Value added
2%2Value Added
100%10020101106201011012Time (Hours)
%TotalTotal10987654321Process Step
BOTTLENECKSBottlenecks increase cycle time
A bottleneck is:Any resource whose capacity limits
the amount of information or material that flows through the process.
Any resource whose capacity is equal to or less than the demand placed upon it.
How do you recognise bottlenecks?
WHEN TO GO FOR DESIGN EXCELLENCE
WHEN TO GO FOR DESIGN EXCELLENCENext generation; the existing product’s remaining Life Cycle is very short, a successor is required soon.
System limits: the performance gap is due to system / business model configurations that cannot be changed.
Process mappingBecome aware of the Problem.
Describe the ProblemDefine & Verify the root causes
Identify potential root causesSelect likely causes
Is the potential cause a root causeYes
Identify alternative solutionsVerify corrective actions
Implement permanent actionsPrevent Recurrence
Congratulate your team
QUALITY AND PROCESSESQuality is judged by customers based on the output of a process.
Focusing on the work of the individual worker will not lead to greatly improved quality.
To improve quality, the process must be improved.
QUALITY AND PROCESSESSimply focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.
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