090 Process Mapping

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


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


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


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


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



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.

090 Process Mapping

Engineering