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 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 Self-generated One-on-one interviews Group interviews Use group interview methods with a skilled facilitator Select the right people ◦ Process familiarity ◦ Interest in process improvement ◦ Availability Establish effective ground rules Use Post-it notes for idea generation, sequencing and rearranging 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. 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? 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: 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 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 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? 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? 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 …a Relationship Map of your process Interpret… …your Relationship Map Identify… …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 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 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 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. Cost Reduction Cycle Time Reduction Quality Improvement Customer Satisfaction Measurement Systems Horizontal Measurement Benchmarking Reengineering 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? Additional Data Required: ◦ Cost of each input, output, and step ◦ Determination of whether each step is value-added or non-value added Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart ◦ Spaghetti Chart Map Portion Used: ◦ ◦ ◦ ◦ Inputs Outputs Steps Transportation or movement distance Analysis Method: ◦ Pareto chart ◦ Activity-based costing ◦ Activity-based management 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? 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 Mapping Used: Map Portion Used: Analysis Method: ◦ Cross-functional Process Map ◦ Flowchart ◦ Spaghetti Chart ◦ Steps ◦ Transportation or movement distance ◦ Pareto chart ◦ Work simplification 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? Additional Data Required: ◦ ◦ ◦ ◦ Process requirements Common or special cause variation Desired quality characteristics Defect categories and descriptions Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart Map Portion Used: Analysis Method: ◦ Inputs ◦ Outputs ◦ Steps ◦ ◦ ◦ ◦ ◦ ◦ Statistical methods (control charts) Pareto chart Cause and effect Root cause analysis Design for manufacturing Design of experiments (DOE) Analysis Questions: ◦ How does process performance data compare to customer expectations and perceptions data? Additional Data Required: ◦ Customer expectations data ◦ Customer perceptions data ◦ Process performance data Mapping Used: ◦ Relationship Map ◦ Cross-functional Process Map ◦ Flowchart Map Portion Used: ◦ Inputs ◦ Outputs Analysis Method: ◦ Market research ◦ Stratification: grouping data by categories and looking for patterns in the data ◦ Comparative analysis 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? Additional Data Required: ◦ Process requirements Mapping Used: Map Portion Used: Analysis Method: ◦ Relationship map ◦ Cross-functional Process Map ◦ Flowchart ◦ Inputs ◦ Outputs ◦ Measurement system analysis 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? Additional Data Required: ◦ Customer expectations data ◦ Customer perceptions data ◦ Process performance data Mapping Used: ◦ Relationship Map ◦ Cross-functional Process Map Map Portion Used: ◦ Inputs ◦ Outputs Analysis Method: ◦ Organizational design and analysis Analysis Questions: ◦ ◦ ◦ ◦ 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 Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps Analysis Method: ◦ Comparative analysis ◦ Forced Field Analysis 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? Additional Data Required: ◦ ◦ ◦ ◦ ◦ ◦ ◦ Cost of each input, output, and step Elapsed time Customer satisfaction Number of persons operating the process Information systems Process requirements New Job tasks Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps Analysis Method: ◦ Any and all methods noted in other applications 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 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 Refine your improvement plan