Process Mapping For Modernization (Updated 10/20/2008)

Process Mapping for Modernization

Being systematic in our creation of the Coast Guard’s future.

From Mark Graham Brown’s The Pocket Guide to the Baldrige Award Criteria (14th Edition)

Why Should You Care?

• High performing organizations must succeed with all areas of the Criteria.

• We are building a new organization; taking the Criteria into account will help us build a high performing organization.

• Excellence does not happen on its own; it must be planned and created.

Systems Theory

• The whole is greater than the sum of its parts and is seen as a set of interrelating, interacting hierarchy of sub-systems some of which may be self-organizing.

• Systems Theory sees our world in terms of 'systems', where each system is a 'whole' that is more than the sum of its parts, but also itself a 'part' of larger systems.

• The concept that all people, places, things and forces in the universe are integrated into a hierarchy of mutually influential matter and energy.

From: http://members.iinet.net.au/~rstack1/millennium/concepts.htm http://www.thegreenfuse.org/glossary.htm http://www.geocities.com/starsuriel/heartscode/glossary.htm

Systems Theory for the Rest of Us

• Muck about in one place, and you’ll impact something somewhere else, something you likely hadn’t considered.

• It’s all one big whole.

• The caution: When working on your piece of the pie, attempt to see the relationships and impacts elsewhere.

Supplier

Inputs

Process

Outputs

Customer

From http://www.projectbuild.org.uk/NoW/process_map.htm

Benefits of Process Mapping

• Puts a spotlight on waste

• Streamlines work processes

• Defines and standardizes the steps and sequence

• Promotes deep understanding

• Builds consensus

• Key tool for workcell design

From http://www.strategosinc.com/process_map_example.htm

Why Map Processes?

• The purpose of process mapping is to use diagramming to understand the process we currently use and ask what is expected of us; what should we be doing to provide better customer focus and satisfaction. It will identify what best practices we need to incorporate and find appropriate benchmarks for measuring how we can arrive at better ways of communicating our services. As Dr. George Washington Carver put it – "It is simply service that measures success."

From: http://www.fpm.iastate.edu/worldclass/process_mapping.asp

From http://www.isixsigma.com/library/content/c010429a.asp

Suppliers Inputs Process Customers Requirements

Step 1:

Outputs

Step 2: Step 3: Step 4:

See Below

Step 5:

SIPOC Diagram

From http://www.isixsigma.com/library/content/c010429a.asp

7 Step to Process Mapping

• Determine the Boundaries

• List the Steps

• Sequence the Steps

• Draw Appropriate Symbols

• System Model

• Check for Completeness

• Finalize the Flowchart

For additional details,see http://www.fpm.iastate.edu/worldclass/process_mapping.asp

Two Keys to SIPOC and Process Mapping

• With SIPOC, start with customers & outputs. The outputs are the products and services the organization creates. Be customer-focused and product-centered.

• When mapping processes, keep to a single product or class of products. The more specific and narrow, the better.

• Remember that processes are verbs and outputs (products/services) are nouns.

Step 1: Determine the Boundaries

• Bracket the process.

• Think about the process of making coffee. I could start by growing coffee beans, or purchasing a can of ground beans, or reaching into the kitchen cabinet.

• After proceeding, you might find your boundaries are too large or too small; that’s okay, just readjust.

Step 2: List the Steps

• Use sticky notes for brainstorming.• Have everyone put stuff up without editing

or commenting.• You’ll find that steps are at different

granularities; later you’ll have to organize hierarchically. For instance, “plant seed” might be one, but within that would be “prepare the soil,” “punch a hole in the dirt,” “place seed,” etc.

Step 3: Sequence the Steps

• The steps are on sticky notes: Move them around.

• Engage in discussion with other group members.

Step 4: Draw Appropriate Symbols

• Keep it simple to start. Use just the bare number of different symbols.

• See next slide for basic shapes of ovals, squares, diamonds, and arrows.

• Additional standard symbols defined in the Coast Guard Performance Improvement Guide (PIG), on page 132 (5th edition).

From http://www.fpm.iastate.edu/worldclass/process_mapping.asp

These are the onlyshapes we’ll beneeding to usefor process mapping.

Step 5: System Model

• Step back and consider impacts from and to other parts of the system.

• Reach back to the SIPOC model and ensure appropriate inputs included.

• Re-evaluate the level of granularity for the process; is the current granularity appropriate for what you are trying to accomplish?

Step 6: Check for Completeness

• Run through the process as mapped and ensure it makes sense.

• Consider moving from the current process to the ideal process; as a part of this, remove excess steps and trim the process down (see next slide)

Issue rawmaterial

InspectRough saw

materialTransport to

deburrDeburr

Transp. tostretch press

Stretch formTransport to

heat treatHeat treat to

AQ cond.Transport to

freezerStretch form

completeHold in freezer

Hydroform Insp on CFTransport to

saw Saw netTransport to

deburrDeburr

Transport toage

AgeTransport to

insp.hardnesscheck

Transp to m/cshopMachine

Transp todeburr Deburr

Transport toinsp.

InspTransp to

finish Chemical clean

Chemical filmPrimer

applicationPart markingInspTransp to store

Back to area resp.

ok

not ok

oknot ok

ok

not ok

ok

not ok

ok

not ok

Eliminate Steps No Longer Needed

Step 7: Finalize the Flowchart

• Recheck for redundancy; add missing steps.

• Ensure group consensus.

• Take a digital picture (largest image size possible) of process map.

• Record. While a high-powered program is coming, for the time being, use Visio or some other available software program.

Your Working Group’s Ultimate Task

• Define all key products/services produced by the staff element.

• Identify key customers and requirements for each product.

• Create process maps which reflect the desired future state and ensuring each process step adds value.

Additional Resources

• BOLO List for Analyzing Process Mappinghttp://www.isixsigma.com/library/content/c040301a.asp

• How to Map a Processhttp://www.strategosinc.com/process_map_example.htm

• Is SIPOC Enough?http://notesonbpm.sarbashrestha.com/2007/08/is-sipoc-enough.html

• Baldrige National Quality Programhttp://www.quality.nist.gov/

• Coast Guard Performance Excellence Bloghttp://cgopc.cgblog.org

• Coast Guard Process Excellence Guide (DRAFT)https://www.intelink.gov/inteldocs/view.php?fDocumentId=57852

Coaching and Counselavailable from

Organizational Performance Consultants

Dr. George YacusLCDR Byron Willeford

CWO Dave RottPeter Stinson

For a full listing of Coast Guard organizational performance consultants, seehttps://www.intelink.gov/wiki/Coast_Guard_Organizational_Performance_Consultants

A version of this slide presentation is available online:

Slidesharehttp://www.slideshare.net/pastinson/process-mapping-for-modernization/

Inteldocs

https://www.intelink.gov/inteldocs/view.php?fDocumentId=57851

10/20/2008 @ 1030 EDT