Course Overview
Value
Supplier
Inputs
The Process
Outputs
Customer
Value
Supplier
Inputs
The Process
Outputs
Customer
Value
Supplier
Inputs
The Process
Outputs
Customer
Value
Supplier
Inputs
The Process
Outputs
Customer
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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
…what might the advantages be to visual
representation of a process?
…what might the disadvantages be?
Process Mapping Basics
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Self-generated
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One-on-one interviews
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Group interviews
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Use group interview methods with a skilled
facilitator
Select the right people
◦ Process familiarity
◦ Interest in process improvement
◦ Availability
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Establish effective ground rules
Use Post-it notes for idea generation,
sequencing and rearranging
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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
…limitation to the ideal approach of process
mapping in your organization.
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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)
Brainstorm specific actions a facilitator might
take to address each of the process mapping
pitfalls. Be as specific as possible.
…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.
Flow 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 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?
Boundary (start/end)
Operation: activity or
task
Movement or
transportation
Inspection
Delay
Storage
Decision
Document
Database or electronic
storage
A
A
Connector
Arrows: Indicates
sequence and flow of
process
As practice flowchart the process “going to
work on Monday morning”
Share flowchart with table partners and get
feedback
Now, take a shot at flowcharting your work
process
Start
?????
End
Share flowchart with co-workers and get
feedback
….what uses of flow charts do you see in your
organization?
….what uses of flow charts do you see in your
organization?
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Document standard work
Document changes to standard work
Document process improvements
Training aid
Process transfer
Work standard reference
Spaghetti Charts
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
1.
2.
3.
4.
5.
Get a layout or blueprint of the work area
Pick the subject to follow-materials or
people
Record every movement of the target until it
is finished
When diagram is finished, brainstorm ways
to eliminate excessive travel or movement
Improve the process or job design to
eliminate excess travel or movement
Hint: Use color to add flavor to your spaghetti
Prior to next class:
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Construct a spaghetti chart of “getting ready
for work”
Construct a spaghetti chart of people or
material movement of your work process
…observations and actions from your
spaghetti map “getting ready for work”
…observations and possible kaizen events to
address travel and/or movement waste
Relationship Map
Slides in this section adapted from The Basics of Process
Mapping by Robert Damelio
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A picture of the input-output (customersupplier) 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.
1.
Identify the major outputs of your group or
department.
Process
Output
2.
Identify your group or department’s
immediate customers.
Process
Customer
Output
3.
List the major inputs your group or
department requires to produce each major
output.
Process
Supplier
Input
Customer
Output
4.
Identify where the inputs come from (who
supplies them).
Process
Supplier
Input
Customer
Output
5.
What are the major relationships
(inputs/outputs) inside your group or
department?
Process
Supplier
Input
Customer
Output
Customers
Process
Suppliers
Input
Output
Customers
Process
Suppliers
Brake
Bay
Muffler
Bay
Shock
Absorber
Bay
Input
Output
Customers
Process
Suppliers
Brake
Bay
Muffler
Bay
Shock
Absorber
Bay
Sales
Input
Output
Customers
Process
Suppliers
Brake
Bay
Muffler
Bay
Shock
Absorber
Bay
Purchasing
Input
Sales
Output
Customers
Process
Suppliers
Brake
Bay
Muffler
Bay
Shock
Absorber
Bay
Purchasing
Input
Sales
Output
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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?
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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?
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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.
Customers
Process
Suppliers
Brake
Bay
Muffler
Bay
Shock
Absorber
Bay
Purchasing
Input
Sales
Output
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…a Relationship Map of your process
Interpret…
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…your Relationship Map
Identify…
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…specific actions to address “disconnects”
Cross-functional Process Map
Slides in this section adapted from The Basics of Process
Mapping by Robert Damelio
Process Map
What it Does
Value Stream Map
Material and information flow
Flow Chart
Detailed process sequence
Spaghetti Chart
Material and People Movement
Relationship Map
High-level view of process inputs
and outputs
Process Map
What it Does
Value Stream Map
Material and information flow
Flow Chart
Detailed process sequence
Spaghetti Chart
Material and People Movement
Relationship Map
High-level view of process inputs
and outputs
Cross-Functional
Process Map
Details transformation processinputs to outputs
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
3
2
1
1
3
2
1
2
1
3
3
2
1
2
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.
Order Placed
Order Placed
2.
Draw a line with arrowhead to show input
and/or output of each step. Label the
inputs and outputs.
(Input)
Order Data
Order Placed
(Output)
Sales Order
3.
Keep general left-to-right sequence of
converting inputs to outputs.
4.
Inputs and outputs should pass over and
under one another, rather than intersect.
5.
Use the diamond symbol to indicate a
decision.
Customer
Address
Reviewed
Yes
Complete ?
No
Account
History
Update
Order Entry Operations
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.
Sales
6.
Order
Received
Sales
Order
Reviewed
Sales
Order
Completed
Complete
?
No
Yes
Order
Processed
Order Entry Operations
When several functions jointly perform the
same step, draw a box so it includes all
functions.
Sales
7.
Customer
History
Reviewed
Operations
Split the band if you want to show a subset
of a function.
Order
Scheduled
Domestic
Order
Entered
Order
Confirmed
Order
Entered
Order
Confirmed
Sales
8.
International
Letter or
Credit
Obtained
1.
2.
Place a large piece of paper (3’ x 6’) on wall
or floor.
Draw horizontal bands to represent each
function, roles, job title, etc.
3.
Label the functions, starting with the
customer (internal or external) at the top,
then functions closest to customer.
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.
Customer
Sales
Operations
5.
Resequence the Post-Its until the group is
satisfied that the process is accurately
mapped.
Customer
Sales
Operations
6.
Add and label all inputs and outputs to
complete the map.
Customer
A
Sales
B
Operations
C
D
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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?
Phil’s Garage
Customer
Work
Requested
Pay Bill
Verbal Request
Sales
Final Bill
Work order
prepared
Prepare Bill
Completed Work Order
Muffler Bay
Technician
Work Order
Received
Prep
New Muffler
Obtained
Job Complete
New
Muffler
Old
Old Muffler
Removed
Muffler
New Muffler
Installed
New Muffler in Place
Engine
Restarted
Engine
Idling
Exhaust
Monitored
No
Exhaust
Data
Job
OK?
Notify Sales
Engine Off
Yes
Turn Off
Engine
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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
Customer
Work
Requested
Pay Bill
Verbal Request
Sales
Final Bill
Work order
prepared
Prepare Bill
Completed Work Order
Work Order
Received
Prep
Muffler Bay
Technician
New Muffler
Obtained
Job Complete
New
Muffler
Old
Old Muffler
Removed
Muffler
New Muffler
Installed
New Muffler in Place
Engine
Restarted
Engine
Idling
Exhaust
Monitored
No
Exhaust
Data
Job
OK?
Notify Sales
Engine Off
Yes
Turn Off
Engine
1.
2.
3.
Create a Cross-Functional Process Map of
your process. Make sure to follow the steps
in order. Post your results.
Rotate to another group’s Cross-Functional
Map and interpret it. Report out what you
found.
Reconvene original groups and identify and
prioritize possible kaizen activity based on
feedback.
Analyzing a Process
Slides in this section adapted from The Basics of Process
Mapping by Robert Damelio
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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 nonvalue added steps, if possible.
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Cost Reduction
Cycle Time Reduction
Quality Improvement
Customer Satisfaction
Measurement Systems
Horizontal Measurement
Benchmarking
Reengineering
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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?
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Additional Data Required:
◦ Cost of each input, output, and step
◦ Determination of whether each step is value-added
or non-value added
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Mapping Used:
◦ Cross-functional Process Map
◦ Flowchart
◦ Spaghetti Chart
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Map Portion Used:
◦
◦
◦
◦
Inputs
Outputs
Steps
Transportation or movement distance
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Analysis Method:
◦ Pareto chart
◦ Activity-based costing
◦ Activity-based management
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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?
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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
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Mapping Used:
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Map Portion Used:
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Analysis Method:
◦ Cross-functional Process Map
◦ Flowchart
◦ Spaghetti Chart
◦ Steps
◦ Transportation or movement distance
◦ Pareto chart
◦ Work simplification
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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?
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Additional Data Required:
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Process requirements
Common or special cause variation
Desired quality characteristics
Defect categories and descriptions
Mapping Used:
◦ Cross-functional Process Map
◦ Flowchart
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Map Portion Used:
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Analysis Method:
◦ Inputs
◦ Outputs
◦ Steps
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◦
Statistical methods (control charts)
Pareto chart
Cause and effect
Root cause analysis
Design for manufacturing
Design of experiments (DOE)
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Analysis Questions:
◦ How does process performance data compare to
customer expectations and perceptions data?
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Additional Data Required:
◦ Customer expectations data
◦ Customer perceptions data
◦ Process performance data
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Mapping Used:
◦ Relationship Map
◦ Cross-functional Process Map
◦ Flowchart
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Map Portion Used:
◦ Inputs
◦ Outputs
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Analysis Method:
◦ Market research
◦ Stratification: grouping data by categories and
looking for patterns in the data
◦ Comparative analysis
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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?
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Additional Data Required:
◦ Process requirements
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Mapping Used:
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Map Portion Used:
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Analysis Method:
◦ Relationship map
◦ Cross-functional Process Map
◦ Flowchart
◦ Inputs
◦ Outputs
◦ Measurement system analysis
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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?
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Additional Data Required:
◦ Customer expectations data
◦ Customer perceptions data
◦ Process performance data
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Mapping Used:
◦ Relationship Map
◦ Cross-functional Process Map
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Map Portion Used:
◦ Inputs
◦ Outputs
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Analysis Method:
◦ Organizational design and analysis
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Analysis Questions:
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◦
◦
◦
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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
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Mapping Used:
◦ Cross-functional Process Map
◦ Flowchart
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Map Portion Used:
◦ Inputs
◦ Outputs
◦ Steps
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Analysis Method:
◦ Comparative analysis
◦ Forced Field Analysis
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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?
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Additional Data Required:
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◦
◦
◦
◦
◦
◦
Cost of each input, output, and step
Elapsed time
Customer satisfaction
Number of persons operating the process
Information systems
Process requirements
New Job tasks
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Mapping Used:
◦ Cross-functional Process Map
◦ Flowchart
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Map Portion Used:
◦ Inputs
◦ Outputs
◦ Steps

Analysis Method:
◦ Any and all methods noted in other applications
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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
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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
Process Improvement Plan

Develop a draft improvement plan

Present your plan

Critique your classmates’ plans
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Refine your improvement plan