10 Process Mapping Module

1© 2001 ConceptFlow

Process Mapping


Module Objectives

By the end of this module, the participant should be able to:• Discuss the need for process mapping• Apply various types of process maps in a project• Discuss how flow charts and other charts are used to map a process• Prepare a detailed Process Map


Why Are Process Maps Used?

• Document the actual process• Show the relationship of process steps or Y = f(X)• Identify the location and quantity of defects• Locate value added and non-value added steps of a process• Lead to improvement “next steps”• Communicate information• Train employees on the process


What Is A Process Map?

• What will a process map identify?• When do you apply the process mapping tool?• What are the results of mapping a process?

Detailed mapping can be used on ANY process and is a LIVING document


At Least Three Versions

What You Think It Is... What You Would Like It To Be...

What It Actually Is...

Versions Of A Process


Relating The Versions Of Process Maps To Levels Of Performance

Time

Def

ects

and

Was

te

Breakthrough

As-Is = Current State

Could-Be = Breakthrough State

Improvement Period

Should-Be = Process EntitlementQ,S&C

$$$

Q: Quick

S: Simple

C: Easy


Levels Of A Process

Terms

BusinessProcess

(“Strategic”)

BusinessProcesses

High Level Process Map

Detailed Sub-Process

Map

BusinessDevelopment

Sales Underwriting ContractingClient Service

Docs Negotiate Close

Underwriters (ext.) Clients(int.) Cust. Service Dept.

Client

Tasks Procedures

Supplier

CoreFunctional

Departments

Sub-process

DetailedSub-process

Terms


SIPOC - The Top Level Process Map

The top level process map should describe:• Major tasks and activities • Sub-processes• What are the boundaries of the process• What are the process output variables (POV)• Who receives the outputs (clients)• What does the client require of the outputs• What are the process input variables (PIV)• Who supplies the inputs (suppliers)• What does the process require of the inputs

SIPOC: Supplier, Inputs, Process, Outputs, Clients


SIPOC Benefits

• Documents a process as it moves from suppliers’ parts to clients’ product/service

• Includes information:• necessary to balance competing client requirements• identify “gaps” • verify team and information resource requirements

• Helps drive Process Owners to use the right metrics and verify them continuously with the clients and suppliers


Basic Structure Of SIPOC

S I P O C

Requirements Requirements

Suppliers Inputs Outputs ClientsInput Boundary Output Boundary

Process

High Level Process Map also known as SIPOC


Documenting A Process From Suppliers To Clients

• The SIPOC form is used to:• Identify and balance competing client requirements• Identify gaps in requirements for the process outputs or inputs• Identify suppliers of the process inputs• Help in identification of data collection needs• Verify team and information resource requirements• Target the right metrics and as a tool to continuously verify client

requirements


Suppliers Inputs Process Outputs Clients(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 Requirements

7Who 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

client expect from each output?

4Who is the

client of each output?

2When does TheProcess start?

2When does the process end?

Boundary

Boundary

S I P O C

SIPOC Form Guide - Excel Version


Airline Reservation SIPOC Example

Occurs before process starts After process ends


Comparing The CT Tree To The Top-Level Process Outputs

• A SIPOC of this nature would typically be done by the travel agency• VOC: do the outputs of the product or service meet client

requirements?• How well aligned are the outputs and requirements to the client

CT’s?• If this were your process, how would you verify the requirements are

client driven?• What clients or client segments should be given priority?


Assimilating The VOC Information

Critical Incidents (VOC) CTS issues Client Requirements

Cost• Cost of tickets• Cost of service

Gap #1

Quality of Service

• Professional and courteous service

• Accuracy of charges• Itineraries correct• Tickets correct

Perhaps gap #2,

But within our control

Delivery of Service and Information

• Time to process < 10 minutes

• Itineraries/E-tickets emailed within the hour

• Daily updates of corporate travel account

List verbatims

Validate perceptions

with data collected on

the Y’s


Steps For Performing The Gap Analysis

• Collected incidents should be grouped in accordance with the CT’s• Accounting for any adjustments to the SIPOC

• What requirements are being met?• What requirements are not being met?

• Where are the perceived gaps in the process?• Validate gaps with data• Can you prioritize the efforts?• Should the project be re-scoped to focus on one or two of the efforts?• Discuss with Champion/process owner• Revise project definition, if necessary


Highlighting The Gaps

Also recognize that some of the issues may be related to the process inputs


Data Collection To Validate The Gaps

• Current data availability? …Data collection required?• Establish the baseline before committing to goals

Output measures aligned with CTS’s

Aimed at internal efficiency metrics:

• Value

• Cycle time

• Cost

• Resources

Is the gap associated with the requirements on the inputs?

Effectiveness or Output Measures

Internal Process, Efficiency Measures

Input Measures


Prioritizing Project Focus/Efforts

• Having quantified the baseline performance and conducted a gap analysis:

• Which gaps/issues should be addressed first?• Should the project consist of resolving all of the gaps?• Can the project be phased into two or more projects?

• For the same Black Belt?• Should additional Black Belt resources be assigned?• Discussions with Champion/Process Owner required


Your Project SIPOC’s

• Class Discussion:• In your teams, flipchart a list of how the SIPOC tool assisted you

with your project• What are the benefits?


Detailed Process Mapping


Airline Reservation Process Map

Complete Travel

Authorization

Contact Agency

Traveler Information Verification

Gather Customer Billing Info

Auth. Code?

Enter Travel Information Into Saber

Carrier SearchAcceptable

Arrangements?Request for Reservation

Payment Processing

Card Approved

Reservation Booking

E-ticket or Paper

Email Verification

Generate Saber E-ticket

ItineraryEmail Itinerary

End Call

Address Verification

Delivery Method

Selection

Print tickets & Itinerary

Confirm Arrangements

w/ Traveler

Package For Outgoing Mail

Authorized TravelAuth. Code

Authorization Form, S

DomesticInternationalTravelerApprover

Website, STravel Budget CCost Estimate SComputer Systems,NLocation Variation,N

Contact Service, SPhone/Web

Travel Information,STraveler/Designee, N Agency Resources

day time, SNafter hours, SN

Computer Systems, NMeasurement Systems, STime In Queue

Time in VRUCall VolumePeak Hours

Agency Request Entered

Correct Traveler Information

Traveler Info, SCompany Info, SRestrictions if applicable, SPreferences, S (seat, class)Agent NTraveler NComputer Systems, NMeasurement Systems, S

Client name, SLocation, SAuth. Code, SOperator, SAgent NTraveler NComputer Systems, NMeasurement Systems, N

Depart City, SDestin City, SDates of Travel, SOperator input, SAgent NTraveler NComputer Systems, NMeasurement Systems, N

Enter Travel Preferences Into Saber

Frequent Flyer Programs, NPreference for Carrier, NTraveler Input, SAgent NTraveler NComputer Systems, NMeasurement Systems, N

Service, SDates, STimes, NCost, NSaber Program, SNComputer Service, SOperator input, S

Traveler input, SCompany Policy, SOperator input, S

Real time Saber system, SNOperator input, NAgent NComputer Systems, NMeasurement Systems, N

Correct Traveler Billing Info Into System

Y

N

Travel Info Entered Into Saber

Service Options Determined

Request Entered Into Saber SystemConfirmation #

Profile Match, SCredit Card #, SExpir. Date, SName on Card, STraveler input, SComputer System SMeasurement Systems?

Reservation Booked

Traveler Input

Address VerifiedProfile Updated

Courier Selected

Call time

Need For Travel

Rationale, NViable Alternatives, NTraveler NDestination Customer,N

Complete Travel Request

Form

Request Form, SCharge No., STraveler NLocation Variation, NComputer Systems, NOther Personnel?Form Procedure STravel Information N

InformationCorrect

Updated Profile

SNAPAcceptable Cost?

Company Policy, STravel Authorization STraverl Input N

Yes

No

Mail, SOvernight, SCourier, SOperator input, S

Screen Copy, S

Itinerary Copied


Traveler Input, SEmail Address, CSInternet Connect, SOperator input, S

Printer, CNTicket Machine, CN

Meter, CPackaging, SWeight, CNSize, CNOperator or admin, S

Lowest Cost

Saber, SButton, COperator input, SSaber updates, N

Flag discrepancy to Company Policy

Saber System, SOperator, S

Credit System, SOperator, S

Agent NTraveler NComputer SystemsMeasurement Systems

Operator, STraveler, SComputer System N

VA: Value Added

BVA: Business Value Added

NVA: Non-Vale Added

C: Controllable

S: Standard Operating Procedures

N: Noise

Travel Request


BK1-2PROCESS MAP

- Process Step or Operation (White)

- Delay (Red)

- Measurement, Quality Check, or Inspection (Yellow)

- Storage (Yellow)

- Decision (Blue)

- Handling, Transport or Movement of Material (Yellow)

Detailed Process Mapping Symbols


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?• Where are the Bottlenecks?• How many Re-work Loops?


What Level Of Magnification Is Required?

• Document the overall flow of the process between the start and stop boundaries

• When do we zoom in to map every process step?• What is a process step?

• Continuous flow• Stops when flow is disrupted or disconnected• Has its own process output variable (POV)

• Also known as a little y(s)• Multiple steps can merge• Often defined in process operating documentation

Stay as high as you can, for as long as you can


Definitions

Value Added• A step in an industrial or business process that, given a choice, the

client is willing to pay for• Includes those activities that are required by contract or law• Anything, if you left it out, which would impact client satisfaction

Business-Value Added• Any activity, when left out, that does not directly impact the client and

may incur no dissatisfaction• These steps may be necessary to support value added steps • Any activity required by the business

Non-Value Added• Any activity, when left out, that does not directly impact the client and

may incur no dissatisfaction


Process Mapping Steps

1. Complete High Level Process Map (SIPOC)

2. Identify all steps in the process, including value added and non-value-added, cycle time, defect/yield data, inventory and all rework loops

3. Determine outputs at each step (process and product)

4. List inputs and classify input variables

5. Add operating specifications and process targets for the controllable input variables

5 Easy Steps


Why List The Inputs And Outputs?

• Xs are sources of variation • Variation causes defects• Xs must be under control to prevent defects• Root cause of defects is the variation of Xs• Ys are outputs of processes and include failure modes of processes• Defects are also outputs of a process step

To identify sources of variation and reduce defects!


Input Classifications

• Controllable Inputs (C) • Can be changed • Sometimes called “Knob” Variables

• Noise Inputs (N)• Difficult or impossible to control or choose not to

• Standard Operating Procedures (S) • Procedure for running process

• Critical Inputs (X)• X’s that have been statistically proven to impact the process Y(s)


Input OutputCooking

Pasta

Raw PastaPanH2OCupStoveSpoonSaltOil

Cooked Pasta

Suppliers Clients

Restaurant OwnerGrocery Store

PatronsOwnerCook

Step 1 Example: “Pasta” High Level SIPOC Map

Pasta High Level Process Map


Step 2 Example: Identify All Process Steps

Pasta Process MapDesignate steps as value-added or non-value-added

Add cycle time, defect/yield data and ALL rework loops

Input

Raw PastaPanH2OStoveSpoonSaltOil

Output

CookedPasta

Cook Pasta

9 MINUTES

VA

Add water,salt & oil

VA

.5 MINUTE

AddPasta

VA

.25 MINUTE

Done?

Rework

No

Yes

.01 DPU

Boil Water

6 MINUTES

VA


Step 3 Example: Determine Outputs For Each Step

Pasta Process Map

Input


Output

CookedPasta

Cook Pasta

VA


VA

AddPasta

VA

Done?

Rework

No

.01 DPU

Boil Water

VA

What are the outputs for the other steps?

Yes

Boiling WaterWater Remaining

Steam

Properly Cooked

9 MINUTES.5 MINUTE .25 MINUTE6 MINUTES


Step 4a Example: List Inputs For Each Step

Pasta Process Map

Amt. of SaltAmt. of OilLid or NotAltitudeAmbient TempTimeMinerals in H2OPan MaterialPan SizePan ConditionBoiling InstructionsBTUs

TimeLid or NotType of PastaAmount of PastaAltitudeAmbient TempCooking instructions

Input


Output

CookedPasta

Cook Pasta

VA


VA

AddPasta

VA

Done?

Rework

No

.01 DPU

Boil Water

VA

Yes


Steam

Properly Cooked



Step 4b Example: Classify Input Variables

Pasta Process Map

KeyC - Controllable S - SOP N - Noise

C Amt. of SaltC Amt. of OilC Lid or NotN AltitudeN Ambient TempN TimeN Minerals in H2OC Pan MaterialC Pan SizeC Pan ConditionS Boiling InstructionsC BTUs

C TimeC Lid or NotC Type of PastaC Amount of PastaN AltitudeN Ambient TempS Cooking instructions

Input


Output

CookedPasta

Cook Pasta

VA


VA

AddPasta

VA

Done?

Rework

No

.01 DPU

Boil Water

VA

Yes


Steam

Properly Cooked



Step 5 Example: Add Operating Specifications

Pasta Process Map

KeyC - Controllable S - SOP N - Noise

C Amt. of SaltC Amt. of OilC Lid or NotN AltitudeN Ambient TempN TimeN Minerals in H2OC Pan MaterialC Pan SizeC Pan ConditionS Boiling InstructionsC BTUs

C TimeC Lid or NotC Type of PastaC Amount of PastaN AltitudeN Ambient TempS Cooking instructions

Input


Output

CookedPasta

Cook Pasta

VA


VA

AddPasta

VA

Done?

Rework

No

.01 DPU

Boil Water

VA

Yes


Steam

Properly Cooked

ControllableInput Variable Target

Upperspec

LowerSpec

Time (minutes) 9 10 8

Amount ofPasta (ounces)

16 18 14



Process Mapping - Excel Method

Input Type Process

Value Added/

Non value Added Output

Amount of water Controllable

Add water, salt and water VA Ingredients added

Amount of salt Controllable CT=.5 minutesAmount of oil Controllable DPU=?Pasta instructions SOP COPQ=?

Amt. of Salt Controllable Boil Water NVA Boiling WaterAmt. of Oil Controllable

CT=6 minutesWater Remaining

Lid or Not ControllableDPU=?

SteamAltitude Noise

COPQ=?Ambient Temp. NoiseTime NoiseMinerals in H2O NoisePan Material ControllablePan Size ControllablePan Condition Controllable or NoiseBoiling Instructions SOPBTUs Controllable

Can be effective, however, difficult to show rework loops


Airline Reservation Process Map Example


Step 1 Example: Airline Reservation High Level Map

Occurs before process starts

After process ends


Step 2 Example: Identify All Process Steps

Complete Travel

Authorization

Contact Agency



Auth. Code?




Payment Processing

Card Approved

Reservation Booking

E-ticket or Paper

Email Verification



End Call


Delivery Method

Selection


Confirm Arrangements w/ Traveler



Y

NNeed For

Travel


Form

InformationCorrect


Yes

No


VA: Value Added


NVA: Non-Vale Added

Add steps and ALL rework

loops


Step 3 Example: Determine Outputs For Each Step

What are the outputs for the other steps?

Complete Travel

Authorization

Contact Agency



Auth. Code?




Payment Processing

Card Approved

Reservation Booking

E-ticket or Paper

Email Verification



End Call


Delivery Method

Selection


Confirm Arrangements w/ Traveler



Agency Request

Entered Correct Traveler

Information



Y

N




Reservation Booked

Traveler Input


Courier Selected

Call time

Need For Travel


Form

InformationCorrect

Updated Profile


Yes

No

Itinerary Copied


Lowest CostFlag discrepancy to Company Policy

VA: Value Added


NVA: Non-Vale Added

Travel Request


Step 4a Example: List Inputs For Each Step

Complete Travel

Authorization

Contact Agency



Auth. Code?




Payment Processing

Card Approved

Reservation Booking

E-ticket or Paper

Email Verification



End Call


Delivery Method

Selection



w/ Traveler



Authorization Form,


Website, Travel Budget Cost Estimate Computer SystemsLocation Variation

Contact Service, Phone/Web

Travel InformationTraveler/Designee Agency Resources

day timeafter hours

Computer SystemsMeasurement SystemsTime In Queue




Traveler InfoCompany InfoRestrictions if applicablePreferences (seat, class)Agent Traveler Computer SystemsMeasurement Systems

Client nameLocationAuth. CodeOperatorAgentTravelerComputer SystemsMeasurement Systems

Depart CityDestin CityDates of TravelOperator inputAgent Traveler Computer SystemsMeasurement Systems


Frequent Flyer ProgramsPreference for CarrierTraveler InputAgent Traveler Computer SystemsMeasurement Systems

ServiceDatesTimesCostSaber ProgramComputer ServiceOperator input

Traveler inputCompany PolicyOperator input

Real time Saber systemOperator inputAgent Computer SystemsMeasurement Systems


Y

N




Profile MatchCredit Card #Expir. DateName on CardTraveler inputComputer System Measurement Systems

Reservation Booked

Traveler Input


Courier Selected

Call time

Need For Travel

Rationale, Viable Alternatives, Traveler Destination Customer,


Form

Request Form, Charge No.Traveler Location VariationComputer SystemsOther PersonnelForm Procedure Travel Information

InformationCorrect

Updated Profile


Company PolicyTravel Authorization Traverl Input

Yes

No

MailOvernightCourierOperator input

Screen Copy,

Itinerary Copied


Traveler InputEmail AddressInternet ConnectOperator input

PrinterTicket Machine

MeterPackagingWeightSizeOperator or admin

Lowest Cost

SaberButtonOperator inputSaber updates


Saber SystemOperator

Credit SystemOperator

Agent Traveler Computer SystemsMeasurement Systems

OperatorTravelerComputer System

VA: Value Added


NVA: Non-Vale Added

Travel Request


Complete Travel

Authorization

Contact Agency



Auth. Code?




Payment Processing

Card Approved

Reservation Booking

E-ticket or Paper

Email Verification



End Call


Delivery Method

Selection



w/ Traveler



Authorization Form, S


Website, STravel Budget CCost Estimate SComputer Systems,NLocation Variation,N

Contact Service, SPhone/Web

Travel Information,STraveler/Designee, N Agency Resources

day time, SNafter hours, SN

Computer Systems, NMeasurement Systems, STime In Queue




Traveler Info, SCompany Info, SRestrictions if applicable, SPreferences, S (seat, class)Agent NTraveler NComputer Systems, NMeasurement Systems, S

Client name, SLocation, SAuth. Code, SOperator, SAgent NTraveler NComputer Systems, NMeasurement Systems, N

Depart City, SDestin City, SDates of Travel, SOperator input, SAgent NTraveler NComputer Systems, NMeasurement Systems, N


Frequent Flyer Programs, NPreference for Carrier, NTraveler Input, SAgent NTraveler NComputer Systems, NMeasurement Systems, N

Service, SDates, STimes, NCost, NSaber Program, SNComputer Service, SOperator input, S

Traveler input, SCompany Policy, SOperator input, S

Real time Saber system, SNOperator input, NAgent NComputer Systems, NMeasurement Systems, N


Y

N




Profile Match, SCredit Card #, SExpir. Date, SName on Card, STraveler input, SComputer System SMeasurement Systems?

Reservation Booked

Traveler Input


Courier Selected

Call time

Need For Travel

Rationale, NViable Alternatives, NTraveler NDestination Customer,N


Form

Request Form, SCharge No., STraveler NLocation Variation, NComputer Systems, NOther Personnel?Form Procedure STravel Information N

InformationCorrect

Updated Profile


Company Policy, STravel Authorization STraverl Input N

Yes

No

Mail, SOvernight, SCourier, SOperator input, S

Screen Copy, S

Itinerary Copied


Traveler Input, SEmail Address, CSInternet Connect, SOperator input, S

Printer, CNTicket Machine, CN

Meter, CPackaging, SWeight, CNSize, CNOperator or admin, S

Lowest Cost

Saber, SButton, COperator input, SSaber updates, N


Saber System, SOperator, S

Credit System, SOperator, S

Agent NTraveler NComputer SystemsMeasurement Systems

Operator, STraveler, SComputer System N

VA: Value Added


NVA: Non-Vale Added

C: Controllable

S: Standard Operating Procedures

N: Noise

Travel Request

Step 4b Example: Classify Input Variables


Step 5 Example: Add Operating Specifications

• Initial Assessment of Control Plan• Start an initial assessment after process map is complete• Add

• Measurement technique • Operating specifications• Targets

Current Control Plan

Open file: Control Plan.xls

ProcessStep

Input Output Process spec (LSL, USL,

Target)

Cpk/Date (Sample

Size)

MeasurementSystem

%R&Ror P/T

Current Control Method

(from FMEA)

Who Where When ReactionPlan


Tips In Process Mapping

• Clarify process boundaries• Brainstorm steps

• Use verbs• Do not include who in step description

• Combine, eliminate duplicates, clarify steps• Map from start to finish• Analyze/review from finish to start


Catapult Process Map Exercise

In teams, complete a detailed map for the process you used for launching the catapult (steps 2-5, slide 28)

(45 min.)

(15 min. debrief)

Ready Aim Fire MeasureDistance

Need to ShootCatapult


Actual Team Catapult Process Map 1

Catapult Assembly Set-up Floor PlanCollect and

Measure DataAnalyze Data

SOP - Standard Operating ProceduresC - ControlX - CriticalN - Noise

Catapult Distance8' +/- 6"INPUTS OUTPUTS

Rubberband - CRubberband Placement - C, SOPCup Location - C, X, SOPStop Pin Location - C, X, SOPTension Pin Location - C,X, SOP

Catapult - C, X, SOPDuct Tape - C, SOPTape Measure - C, SOPFoil - C, SOPSOP for Set-up - C, SOPOperator - C, NFloor Material - C

Fuctional catapultto SOP

Functional catapultthat meetscustomer

requirement of 8'+/-6"

Distance of 8'withmininal variation

Ball Type - X, C, SOPBall Placement -Operator - X, NStop Pin Location -Side Play in ArmElasticity of BandAirflowPull Back TimeFinger LocationFloor TypeMain Arm pull back angle-C, X, SOPLighting to foil - N

Units - C, SOPOperator - C, N

TallySheet #1


SOP - Catapult Exercise

Pick1. Assemble the arm with the cup in the hole marked # 22. Place the screw with the eyelet through the hole marked # 4on the arm with the eyelet facing the stabilizer3. Place wing nut on the eyelet screw and tighten down4. Affix rubber band to eyelet screw5. Put a pin in the #4 hole of the stabilizer6. Put a pin in the hole on the bottom of the base through the hole in the arm furthest from the cup connecting the two7. Put the Stop pin in hole # 4 hole 8. Drape the rubber band over the pin on the stabilizer with the stabilizer between the rubber band9. Place the rubber band on the nub on the front of the catapult10. Place assembled catapult on the corner of table marked with an X11. Tape catapult to table12. Stretch paper towel in front of catapult13. Tape paper owl down on the table14. Place tape measure on the table starting at the tip of catapult going on top of the paper towel to the end of the tape15. Tape the tape measure to the table16. Place ball in bag of chalk powder17. Take ball out of the bag of chalk with right hand using thumb and forefinger

Position of ball1. Place ball loosely in cup still using thumb and index finger

Shoot1. Shooter is kneeling on the floor with the catapult arm in front of them2. Place left index finger and thumb on arm nearest to the cup3. Make sure that the arm is not touching either side of base4. Release the arm



CatapultAssembly

X-Rubber Band - SOP

X-Rubber Band Set up - SOP

X-Base Pin - SOP

X-Arm Pin - SOP

X-Angle Pin - C

X-Cup Placement - SOP

Y-Firing Capability

Catapult Set up

X-Base square to mounting suface - SOP

X-Secure to avoid movement - SOP

X-Ball Selection - SOP

X-Determine start point fortape measure - SOP

X-Secure target to floor - SOP

Y-Repeatable MSE

X-Establish firing direction - SOP

Launch

X-Determine Pull back angle - SOP

X-Grip Technique - SOP

X-Side to side play in arm - N

X-Elasticity of rubber band - N

X-Wind / Air Flow - N

X-Ball Placement - SOP

X-Pull back time - SOP

X-Interval between shots - SOP

X-Moisture of shooters fingers - N

Y-Target Acquisition

Measurement

Y-Acurate Data

X-Units defined - SOP

X-Spotter measurement criteria - SOP

X-Record Hits - SOP


Set-up

Obtain the team s CatapultObtain the team s rubber ballRem ove table clothClam p front edge of Catapult to frontedge of tableSet Front arm tension pin at 2Set rear arm tension pin 3Set up m easuring systemSet up target areaMark loading position on ballCup position to hole fiveCheck wing nutsTest fire Catapult to find target range

Load Catapult

Proper Catapult set-up

Catapult OperatorP ick-up ballLoad the ball softly in cupAlign ball with the m ark at top of cupHold arm with thum b and fore fingerPull back arm to proper angle

Loaded Catapult

Fire CatapultRelease armFire Catapult ten tim es launched Ball

Measurem ent

Id each shot one thru tenThree operators to m easure distanceMeasure to the nearest 1/8th inchEach operator m easures the shot threetim es.Record m easurem ents

Shot Measured



Additional Breakout Sessions

• In teams, pick one of the following and go through the process mapping procedure

• Examples • Making coffee (buy, set-up, brew, serve)• Getting to work (wake, clean, dress, eat, travel)• Paying bills (open mail, review, write check, mail out)

• Choose leader, spokesperson, timekeeper, scribe• As a team, be prepared to present the map on a flipchart easel


Success Factors

• Team members• Time and scheduling• Method• Involve stakeholders• Multiple opinions• “Walk the process, repeatedly”• Ask lots of questions

Maintain process maps & update frequently with dates as capture additional information


Preparing The Process Map

• Team Effort• Cross-Functional• Process Owners• Clients• Suppliers

• Inputs to Mapping• Brainstorming• Operator Manuals• Specifications• Process Owner Experience

Involve people who know (focus on) the “current” process


Traps To Avoid

• Depth• Choosing wrong level costs time and effort

• Accuracy• Incorrect information• Too much detail• Too little detail


Additional Maps

• Common flowchart• Top-down flowchart• Functional or Deployment flowchart• Others

Useful in general… but do NOT provide the detail required for full analysis


Yes

No

Ready?

Snooze

Bath Free?

Wait

Shower

HelpKids

ChangeRoute

SneakIn

WaveTo

Boss

Yes

No

Kids Ready?

Yes

No

YesNo

Go Late?Eat Drive Traffic?OK

Heavy

WakeUp

Start

Stop

Common Flowchart


Pick Position Drop

Top-Down Flowchart

• Two levels of detail• Summarizes “how it is supposed to work”• Used to “describe” not “analyze”

Card Dropping

Deck on table Foot on x Align arm

Pick one Stand straight Hold still

Thumb and forefinger Face target Release fingers

Do not bend Hand: shoulder height Free fall

Card vertical


Functional Or Deployment Flow DiagramB

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


Links to Other Tools

The detailed process map provides input to:• Cause and Effects Matrix• Failure Mode Effects Analysis (FMEA)• Control Plan Summary• Capability Summary• Multi-Vari Studies• DOE planning• Control Plan


Next Steps

Cause and Effects Matrix

DETAILED Process Mapping is the foundation of many other Breakthrough Strategy® tools

Detailed Process Map

Initial Control Plans FMEA


Key Learning Points

• • • •


Module Objectives Review

By the end of this module, the participant should be able to:• Discuss the need for process mapping• Apply various types of process maps in a project• Discuss how flow charts and other charts are used to map a process• Prepare a detailed Process Map


Appendix


BK1-2PROCESS MAP

Transactional Example

• Checklist Incomplete• 1 Day - 21 Days

5 Min - 1/2 Day • 5 Min - 1/2 Day

Account Mgr. reviewsproduct and prices with

client

Account Mgr. preparesrequest to Pricing Dept.

for special pricingRequest need tobe checklisted

Yes

Request is putinto Checklist rotation

Request is sent toPricing Dept. Admin.Support for Typing

Typed Lettertaken back to PricingSpecialist for Review

and Signature

Signed Letter givenback to Pricing Dept.Admin. Support for

Distribution toapproved list

Typed/Signed Letter given to MPMP

Entry Specialist forBilling system input

Product Code/Price isActive in Billing System

No

• Request Not Sent• Request Lost• Request Incomplete• No Formal Format• 1 Day – 5 Days

• Keystroke Errors• Misunderstanding of Request• 5 min – ½ Days

• Keystroke Errors• Misunderstanding of Request• 1 Day - 3 Days

MailE-MailFaxMS-MailPhone


Process Mapping - Excel Method

Input Type Output

Agit speed Contr Stab timeTemperature Contr

StabilizeAcid number

Pressure Contr ColorAir flow Contr

Put in setpointsViscosity

% O2 in air NoiseSlowly reduce press

Reactor tempAir temp Contr

Monitor tempTemp profileOffgas flowOffgas compHT coeff

Finish timeFinish Acid number

ColorCheck nozzle type Viscosity

Put in setpoints Drop PointMonitor appearance Hardness

Pellet appear

Input Type OutputWax grade Contr Prep timeAmt wax Contr Prepare Reactor

Acid numberCharge rate Contr ViscosityAgit speed Contr Charge melted wax

Reactor tempRxn temp Contr Bring to reaction temp

Temp profilePressure Contr HT coeffAir flow Contr% O2 in air NoiseViscosity NoiseWax temp Noise

AN target ContrAgit speed * Contr OxidizeTemperature * ContrPressure * Contr

Put in setpoints

Air flow * ContrSample hourly

% O2 in air NoiseMonitor acid number

Air temp ContrAir humidity Noise

Tally Point 1 Tally Point 2

Belt speed ContrBelt temp ContrFlow rate ContrNozzle type ContrHole size ContrRoom temp NoiseAgit speed ContrTank temp Contr

Oxid timeAcid numberColorViscosityReactor tempTemp profileOffgas flowOffgas compHT coeffResp time

NVAVA

DPU = 0.05CT = 45 secCOQ = ?

DPU = 0.02CT = 30 secCOQ = ?VA

DPU = 0.01CT = 5 secCOQ = ?

DPU = 0.11CT = 21 secCOQ = ?

NVA

Xs Process Steps Ys

Input SpecMeas.Sys

Type MajorStep

Sub-Step Output Meas.Sys

Spec Cp/CpK


Example Of Detailed Map/Control Plan

Input Meas. Sys. Spec Type Major Step Sub-Step OutputMeas. Sys.

Spec.Cp/ CpK

Prepare Production

BatchTank Temp

Thermocoup 300-310 Cont Set Tank

TempSoftening

PointLab Test

118/124/125

1.6/1.2

Agit. RPM

Tachometer 275-300 Cont Agitate ViscosityLab Test

55/60/75 1.0/0.6

PenetrationLab Test

15/20/20 1.2/.8

KPIVs Process Steps KPOVs

This can be easily created in Excel


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

No

Corrective Action Guidelines

• Used to determine cause of failures• Troubleshooting

Yes

No


Alternative Path

Key

Direction

Decide Who To

CallDial

LookUp#

HangUp

ConversationSay“Hello”

HangUp

LeaveVoicemailMessage

HangUp

30% 5%

70%

20%

75%

Task

40%

60% Common within Re-Engineering efforts


Data Flow Diagram

Brokerage System Data Flow Diagram

SellerSeller

ID

Payable

Settlement

Advance on

Purchase

Agreement to Purchase

Payables Records

Purchase Agreement

#

Settlement #

Deliveries

Trademarks and Service Marks

Six Sigma is a federally registered trademark of Motorola, Inc.

Breakthrough Strategy is a federally registered trademark of Six Sigma Academy.

VISION. FOR A MORE PERFECT WORLD is a federally registered trademark of Six Sigma Academy.

ESSENTEQ is a trademark of Six Sigma Academy.

FASTART is a trademark of Six Sigma Academy.

Breakthrough Design is a trademark of Six Sigma Academy.

Breakthrough Lean is a trademark of Six Sigma Academy.

Design with the Power of Six Sigma is a trademark of Six Sigma Academy.

Legal Lean is a trademark of Six Sigma Academy.

SSA Navigator is a trademark of Six Sigma Academy.

SigmaCALC is a trademark of Six Sigma Academy.

iGrafx is a trademark of Micrografx, Inc.

SigmaTRAC is a trademark of DuPont.

MINITAB is a trademark of Minitab, Inc.