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Continuous Improvement Toolkit Process Mapping 10 20 40 30 www. - - PowerPoint PPT Presentation

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Continuous Improvement Toolkit Process Mapping 10 20 40 30 www. citoolkit .com The Continuous Improvement Map Managing Selecting & Decision Making Planning & Project Management* Risk PDPC Daily Planning PERT/CPM Break-even

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Continuous Improvement Toolkit Process Mapping

10 30 20 40

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The Continuous Improvement Map

Multivariate Brainstorming IDEF0 Document control Check Sheets** Flowcharting Flow Process Charts** KPIs SCAMPER*** Pugh Matrix Lateral Thinking Reliability Service Blueprints Affinity Diagrams Mind Mapping* Attribute Analysis Morphological Analysis How-How Diagram*** Control Charts Waste Analysis** Time Value Map** Value Stream Mapping** Value Analysis** Suggestion Systems Histograms Activity Networks RACI Matrix Stakeholder Analysis Improvement Roadmaps DMAIC SWOT Analysis Policy Deployment Project Charter PDCA Gantt Charts MOST PERT/CPM Daily Planning Delphi Method Payoff Matrix Relations Mapping Data Mining Just in Time Automation Product Family Matrix Flow Spaghetti** Multi-vari Studies Decision Tree FMEA PDPC RAID Log* Fault Tree Analysis Paired Comparison Traffic Light Assessment TPN Analysis Risk Analysis* Run Charts Scatter Plots A3 Thinking Importance Urgency Matrix Four Field Matrix Critical-to X Portfolio Matrix Force Field Analysis Decision Balance Sheet Break-even Analysis Voting Quality Function Deployment Pick Chart Gap Analysis* Bottleneck Analysis Cost Benefit Analysis Kaizen Events Control Planning Standard Work Mistake Proofing Quick Changeover Visual Management Simulation TPM 5S Health & Safety Best Practices Pareto Analysis 5 Whys Prioritization Matrix Hypothesis SIPOC* Matrix Diagram Fishbone Diagrams Tree Diagram* Root Cause Analysis Correlation DOE ANOVA Nonparametric Chi-Square Regression Observations Kano Lean Measures Benchmarking*** Interviews Graphical Methods Data collection planner* Questionnaires Probability Distributions MSA Descriptive Statistics Cost of Quality* Sampling Focus Groups Capability Indices Process Yield Project KPIs Normal Distribution

Data Collection Understanding Performance** Implementing Solutions*** Planning & Project Management* Managing Risk Understanding Cause & Effect Designing & Analyzing Processes Group Creativity Selecting & Decision Making

Five Ws Process Redesign Pull Process Mapping OEE

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A Process

The products and services delivered by any

  • rganization are the result of processes
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A Process

Any business activity can be considered as a process Managing these processes is a key to success at any

  • rganization
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A Process

A business process is a set of steps designed to produce a product or service to add value to a customer

Starts with a business goal and ends with the achievement of the that goal

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A Process

The outcomes of a well-designed business process are:

Increased efficiency

Less cost to the company

Increased effectiveness

Increased value for the customer

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A Process

Process Analysis and Design

When analyzing or designing processes, you should consider . . .

Maximize customer value as perceived by the customer Achieve the competitive advantage in terms

  • f quality, responsiveness and low cost

Eliminate steps that do not add value

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A Process

Many defects arise because something in the process is done incorrectly or inefficiently To decrease defects and improve process Sigma Level, we need to be able to address process problems and find more effective ways to accomplish the goal of the process

1 3 4.6 6 7

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A Process

We must ensure our processes are increasingly capable

Better Capability Better Profitability Better Predictability

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A Process

Processes are unpredictable when people do not understand the role of all factors and their interaction in the business

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A Process

Almost everything we do at work or home can be broken down into several process steps Inputs and outputs can then easily be identified

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A Process

A process is a set of interrelated activities that together transform inputs into outputs PROCESS Inputs Outputs

These activities are carried out by people, machines, systems, nature, etc.

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A Process

MAKING PIZZA

Warm Fresh Pizza Pizza ingredients Flour, tomato sauce, mozzarella cheese, yeast, onion, black

  • lives, mashrooms,

heat source The inputs are the things that are transformed by the process into outputs

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A Process

Can be expressed mathematically as → Y= f(x 1,x2,…xk)

MAKING PIZZA

Warm Fresh Pizza Pizza ingredients

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A Process

Y is a function of X can be expressed using the following formula:

Any Output (Y) is a function of a single or multiple Inputs (X’s)

Y = f(x1, x2,…)

Output of the process Inputs causing variation in the outputs

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A Process

Y = f(x1, x2,…, xn)

To study an existing process, we should identify the key factors X’s that influence the variation of Y

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A Process

Y = f(x1, x2,…, xn)

In terms of designing a new process, we should fix the specifications

  • f key X’s to obtain the required Y
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A Process

Lies at the heart of Six Sigma and process improvement You can improve Y by identifying and controlling the X’s for any process

Y = f(x1, x2,…, xn)

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A Process

Inputs are the variables, the factors, the causes, and the sources of variation which can result in defects and waste

A key concept in Six Sigma is to identify and analyze these variables.

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A Process

Where can you find input variables?

Operation manuals Engineering specifications Operators and expert technicians Customers and suppliers

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A Process

A good first step in is to walk the process. While walking the process, you may take notes and identify the input and output variables Brainstorming sessions are often used to capture these variables

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A Process

By knowing what factors are causing the variation, and by controlling these factors, our systems become more predictable

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A Process

There is an opportunity to eliminate defects for any process All processes have the potential for defects Continuous improvement means regular review and optimization of key processes

Conclusion

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A Process

Production and Transactional Processes

Production Processes

Involve the flow of materials in the production field They include activities such as machining, assembly and packaging

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A Process

Production and Transactional Processes

Transactional Processes

Involve the flow of information, humans,

  • bjects, tools and money in the service

field as well as in the transactional environment of the production field Are found in: Financial management, procurement, transportation, etc.

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A Process

Another Way to Categorize Processes

Management processes Governs the operation

  • f the system

Strategic management and governance Order-fulfilling processes Creates the primary value stream manufacturing, marketing and sales Supporting Processes Supports the core processes Accounting, recruitment and technical support

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A Process

Examples . . .

40 Invoice Customer 30 Install Service 20 Receive Order 50

Follow-up Payment

Part of a transactional process: Part of a production process: 90 Painting 80 Welding 70 Cutting 100 Testing

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A Process

Several techniques can be used for documenting and analyzing processes

These techniques will help exposing problems, finding performance gaps, and generating ideas for process improvement

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A Process

Processes can often be visualized with a process map

  • r a flowchart

1 2 4 3

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Process Mapping

Process mapping is a graphical representation of the process

They are simple ways of making sense of what happens or must happen in a process

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Process Mapping

Illustrates the chronological sequence of activities

Represents activities in a step-by-step manner

10 50 20 60 40 30

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Process Mapping

They allow to know how exactly an organization does its work, how a process operates, and how well it is performing in accordance with its objectives

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Process Mapping

Characteristics of Process Maps

The first step of process management Provides a mechanism for analyzing and studying processes Used to map existing processes as well as to design new processes

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Process Mapping

Helps identifying the variation and the non-value adding activities Enable the team to agree on the actions that they will take to improve or redesign the process

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Process Mapping

Benefits

By understanding and controlling the inputs, it is possible to reduce variation within the process

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Process Mapping

Other Benefits

Enhances the understanding of any process and how it operates Brings clarity to complex processes in order to simplify, streamline and optimize them Identifies problem areas and opportunities for process improvement

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Process Mapping

Other Benefits

Helps identify bottlenecks , delays, duplication of effort, and overall inefficient operations Serves as a mean to document and communicate business processes Often found in training, maintenance, technical and quality manuals

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Process Mapping

Other Benefits

Provides a way of training and orienting new employees Identifies optimal ways to serve customers and shareholders Helps creating customer-focused processes

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Process Mapping

By analyzing processes, we will be able to:

Improve process and product quality Reduce cost Reduce cycle time to deliver the product or service Improve customer satisfaction and loyalty

c

Cost Delivery Quality

Customer Satisfaction

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Process Mapping

The preparation of a process map is not a solution by itself It will however open opportunity to simplify,

  • ptimize, streamline, or redesign the process
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Process Mapping

Process Optimization

The measurement and improvement of the process variables resulting in process improvement.

Process Characterization

Targeting and benchmarking of key process, product, and service characteristics resulting in selecting common success factors which lead to value creation.

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Process Mapping

Process mapping can provide inputs to other continuous improvement techniques such as . . .

ROOT CAUSE ANALYSIS CONTROL PLANS CAUSE AND EFFECT ANALYSIS CAPABILITY STUDIES FMEA MSA

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Process Mapping

Three Process Perspectives

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What the process really is

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What the process should be What you think the process is

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Process Mapping

There are different techniques to map a process . . .

Flowchart Flow Process Chart Simple Drawing Value Stream Map Opportunity Map Process Chart SIPOC Map Flow Diagram All these techniques can provide different views of the process

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Process Mapping

There are different techniques to map a process . . .

Simple Drawing Process Maps Only uses arrows and boxes to represent activities

Not in stock Arrive on site Plan and schedule installation Invoice customer Install equipment and test Pick up parts No access

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Process Mapping

There are different techniques to map a process . . .

SIPOC Map A high-level summary of the process that lists suppliers, inputs, outputs and customers

Inputs Process Outputs Customers Suppliers

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Process Mapping

There are different techniques to map a process . . .

Flowchart Provides a detailed view of the “should-be” process including decision points

Spe c s .

3

No Yes

1 2 4 5

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Process Mapping

There are different techniques to map a process . . .

Opportunity Maps Helps identifying waste, long delays and other non-value- added activities

NVA

Step 3

ENVA

Step 2

VA

Step 1

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Process Mapping

There are different techniques to map a process . . .

Flow Process Chart Provides a way to identify the non-value adding steps including the time taken and the distance traveled per step

Take samples To QC station Inspect samples Enter results into spreadsheet Wait report to be printed

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Process Mapping

There are different techniques to map a process . . .

Process Chart Allows to provide further information about each process step including time and distance

Step

#

Time

IN MINS

Distance

IN METERS

Process description

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Process Mapping

There are different techniques to map a process . . .

Value Stream Map Used to prioritize improvement opportunities by helping identify bottlenecks, delays and waste

Material Handling Processing Packaging Shipping I Supplier Customer

FIFO

Production Control Daily Schedule

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Process Mapping

There are different techniques to map a process . . .

Flow Diagram Depicts patterns of movement of product, materials, tools information and people

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Process Mapping

So which process mapping technique is best?

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Process Mapping

It depends on what you want to achieve

Simply presenting the activities Understanding layout issues Expanded look at where value is added Show the high-level of the process I P O C S

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Process Mapping

From this point until the end of the material, we will use the simple drawing process maps to illustrate the examples

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Process Mapping

Simple drawing is the most basic form of process maps which uses only boxes and arrows

Additional information can be added to each activity (time, responsibility, …)

Boxes to indicate the activities Arrows to indicate the flow direction

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Process Mapping

Example – Doing the Laundry

30 Select settings 10 Sort laundry 40 Add detergent 20 Load washer 60 Unload washer 80 Select settings 50 Start washer 70 Load dryer 90 Start dryer 110 Fold laundry 100 Unload dryer

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Process Mapping

Just like real maps, process maps can be created for different levels in the organization

Each process step can itself be decomposed into several sub-steps

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Process Mapping

1 2

1.1 1.3 1.2

1.1.1 1.1.2 1.1.3

At the strategic level, they often show the core processes only and would not have much details In order to understand a process step in sufficient detail, you need the detailed view

  • f that specific process step

Every business process can be described at different levels of detail

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Process Mapping

SUB-SUB PROCESS CORE PROCESSES L1 SUB PROCESS L2 L3 DOWN TO THE TASKS/PROCEDURES LEVEL

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Process Mapping

Level 1 Level X

Executives are more interested in the highest of the organization A detailed view of a specific process

The level of detail varies depending on the needs

Seeing the big picture can also help understanding how your work fits into the organization’s work as a whole

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Process Mapping

Level 1 Level 2 Level 3

Highest-level view of work You will need a more detailed look for your own projects

Work at the level that makes sense for your situation

Work that flows across several departments or within an entire department

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Process Mapping

Example – Making Orange Juice

Prepare pastries Make orange juice Toast bread

Put oranges in blender Rinse the

  • ranges

Pour into glass cups Blend until it get smooth Peel and slice the oranges

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Process Mapping

Example – Repairing a Defective Unit

Return to customer Repair defective unit Receive defective unit

This is a process map for repairing a defective unit after received by a customer

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Process Mapping

Only one process step has been mapped to the second level (the area of interest)

Return to customer Repair defective unit Receive defective unit

Replace defective part Troubleshoot to locate the problem Complete paperwork Functional test Order new part from store

Example – Repairing a Defective Unit

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Process Mapping

Notice the rework loop which occurs when it is discovered during testing that the installed part is non-functional

Replace defective part Troubleshoot to locate the problem Complete paperwork Functional test Order new part from store

New part not working (10%)

Will there be other rework loops or delays in this process?

Example – Repairing a Defective Unit

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Process Mapping

How Much is Enough?

Sub process

Vertical expansion

Detailed process

Horizontal expansion

The amount of detail varies depending on the needs

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Process Mapping

How Much is Enough?

Sometimes you may leave out important details such as:

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Process Mapping

How Much is Enough?

Makes a process map easier to create and interpret Useful when trying to quickly capture the basic outline of the process Takes longer to create but shows more accurately how the process really works

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Process Mapping

Example – Can Making Process Map

20 Drawing cups 120 Form & flange necks 100 Drying inside cans 10 Preparing coil 70 Decorating cans 30 Redraw/ironing cans 90 Spraying inside cans 40 Trimming cans 80 Drying ink on cans 50 Washing cans 60 Drying cans 110 Waxing necks 130 Reforming domes 140 Light testing cans 150 Vision & visual testing 160 Palletizing cans 170 Strapping pallet 180 Wrapping pallet

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Process Mapping

Process maps can quickly become long and complicated when there is much details to show

Later, you may need to redo the map for clarity You may need to present everything in more than one page

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Process Mapping

Other Process Mapping Formats

Time-function Mapping

Flow Dept. X Y KPI Time

Process Map Table

1 2 3

T I M E F U N C T I O N

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Process Mapping

Time Function Mapping

T I M E ( A v e r a g e ) F U N C T I O N

A process map with the time added on

  • ne axis and the function on the other

axis Can be made for the baseline process as well as for the future process Helps to identify and eliminate waste such as delays

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Process Mapping

Troubleshoot to locate the problem Receive defective unit Customer Dealer representative IT Store 10 Minutes Replace defective part Functional test Complete paperwork Return to customer Receive product Collect the new part(s) Provide defective unit 13 Minutes 6 Minutes 6 Minutes 3 Minutes 8 Minutes 10 Minutes 56 Minutes ( customer waiting time )

Example – Waiting Time to Repair Defective Units

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Process Mapping

Process Map Table

More information can be displayed in process maps including:

Flow Dept. X Y KPI Time 1 2 3

  • The time it takes to perform each

activity.

  • The responsible person for each

activity.

  • Activity inputs and outputs.
  • Key performance indicators.
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Process flow Description Department Responsible Inputs Outputs Key metrics Time range Greet the guest and ask about stay Front

  • ffice

Front desk agent Check guest balance Front

  • ffice

Front desk agent Reservation number Guest balance 0.5 – 1.5 minutes Prepare invoice for guest Front

  • ffice

Front desk agent Invoice print out Time to prepare invoice Collect payment Front

  • ffice

Front desk agent Payment Handover invoice copy Front

  • ffice

Front desk agent Enveloped invoice Request guest to fill out satisfaction survey (Get his/her consent) Front

  • ffice

Front desk agent Satisfaction survey Completed survey Satisfaction rate 2.5 – 4.0 minutes Thank the guest Front

  • ffice

Front desk agent Update room status Front

  • ffice

Front desk agent Room number Room status

1 2 4 5 3 7 8 6

Example – Hotel Check-Out

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Process Mapping

One of the main benefits of process maps is to identify process inputs that cause high variability in the process

PROCESS Inputs Outputs N

SOP DF

Key process input variables (KPIV's) are the input variables that have significant impact on the variability of the process

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Process Mapping N

Noise factors

SOP

Standard factors

DF

Design factors

Identify all factors that are present for each of the process steps, including the . . .

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Process Mapping

Input variables are classified into three categories

Uncontrollable, costly or preferably not to be controlled factors. Good to know how to compensate changes in these factors.

Examples:

  • Environmental and cultural factors.

N

Noise factors

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Process Mapping

Input variables are classified into three categories

Have been standardized according to some operational requirements. Record and know how often they are

  • ut of control.

Examples:

  • Safety and preventive maintenance

factors.

SOP

Standard factors (SOPs)

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Process Mapping

Input variables are classified into three categories

The controllable factors that can be adjusted and controlled. This area is where we need to focus

  • ur efforts to improve the process.

Examples:

  • The speed of a machine and the

ingredients of a recipe.

DF

Design factors

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Process Mapping

Input variables are classified into three categories

There is a fourth factor! the ‘never thought of before’ factors

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Process Mapping

Example – Process an Expense Report

10 Prepare expense report Employee 20 Approve and Sign

  • Dept. Manager

30 Approve and Sign Controller 40 Pay employee Payroll Officer

Trip date N Expense category SOP Expenses receipts SOP Place of visit N Correct accounts SOP Travel justification SOP Total expenses N Correct accounts SOP Total expenses N Math calculations SOP Payment method DF1 Payroll system SOP Payment date SOP Payment time DF2

How many controllable sources of variation do we have here that could have an influence on the performance of the process?

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Process Mapping

Example – Making Coffee

10 Collect ingredients

Coffee type DF1 Coffee age N Milk type DF2 Milk age N

20 Measure ingredients

Coffee amount DF3 Measurement SOP

30 Boil water

Tap or filter DF4 Water amount SOP

40 Add water to Ingredients

Time prior adding DF5

80 Add Sugar (if required)

White or brown DF8 Measurement SOP

70 Taste

Method SOP

60 Cool

Time DF7 Ambient N

50 Stir

Stir time DF6 Stir direction SOP Stir pattern SOP

Output variables can also be identified

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Process Mapping

How to Construct a Flowchart

Yo u m a y c a l l i n p a r t i c u l a r s i t u a t i o n s e x t e r n a l c u s t o m e r s a n d / o r s u p p l i e r s

Gather the team and make sure that everyone is clear on what process is going to be mapped

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Process Mapping

How to Construct a Flowchart

Agree on the mapping technique to be used, and on the appropriate scope and boundaries

A g r e e a l s o o n t h e l e v e l o f d e t a i l

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Process Mapping

How to Construct a Flowchart

Generate the ‘As-Is’ process map from beginning to end

I d e n t i f y a l l m a j o r p r o c e s s a c t i v i t i e s a n d t h e s e q u e n c e o f c o m p l e t i o n

1 2 3 4

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Process Mapping

How to Construct a Flowchart

Add further details as necessary, and classify each input variable as Design, Noise or SOP

T h i s w i l l h e l p f o c u s o n t h o s e i n p u t s t h a t a r e c o n t r o l l a b l e

1 2 3 4

DF1 SOP F SOP DF2 F F SOP DF3 DF4

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How to Construct a Flowchart

Analyze the process map and identify problem areas and improvement opportunities

C o n s i d e r d e l a y s , d u p l i c a t i o n , e r r o r s , i n e f f i c i e n c i e s a n d

  • t h e r n o n - v a l u e - a d d e d a c t i v i t i e s
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Process Mapping

How to Construct a Flowchart

Plan and implement actions to reduce variation and improve the process

B u i l d t h e ‘ S h o u l d - B e ’ p r o c e s s m a p t h a t c o r r e c t s t h e i n e f f i c i e n c i e s a n d w a s t e i d e n t i f i e d e a r l i e r

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Process Mapping

Further Information – Supportive Questions

Are things done in the right sequence? Are there times when waiting is involved? Are all activities necessary? Could these rework loops be eliminated? How can waiting be reduced? Are there rework loops where activities are repeated? Are there any quick wins possible? Can any paperwork be eliminated? Does information arrive

  • n time?
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Process Mapping

If several people are going to chart the processes, design a template to ensure that one language is being spoken Further Information – Process Mapping Template

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Process Mapping

Further Information – Walk the Process

The exercise of mapping your company processes can clarify your and your team’s understanding of the work It’s always recommended to walk the process before you draw your process map to get an

  • verview of the process and identify the

boundaries

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Process Mapping

Further Information – Process Mapping Tips

Clarify process boundaries Use brief description to describe each activity Number your process steps Whenever possible start with verbs

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Process Mapping

Further Information - Potential Pitfalls

Mapping without a clear purpose Lost in the details Hidden bias or agenda Not verifying the facts Not focusing on customers’ needs

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Process Mapping

Further Information - Common Process Problems

Duplication Excessive delays Complex procedures Long cycle times Non-value adding steps Bottlenecks Missing steps Errors and rework Too many inspections Costly steps Departure from procedure Dead ends

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Process Mapping

Further Information

What do we think of a process is not necessary what it actually is . . .

What you think it is? What it actually is? What you would like it to be?

Hidden factors

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Process Mapping

Measure Phase

The goal in the Measure phase should always be a process map of the process as it really is 10 30 20 40

What the process really is

10 40 20 30

What you think the process is What the process should be

10 30 20

DEFINE MEASURE ANALYZE IMPROVE CONTROL

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Process Mapping

Further Information – Six Sigma Measure

The goal in this phase is to measure the present situation as it is. So the process map should only contain what is really happening in the process. Here you are trying to clarify the steps in the process, and create common understanding on how the process operates.

DEFINE MEASURE ANALYZE IMPROVE CONTROL

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Process Mapping

Improve Phase

The goal in the Improve phase should help you implement solutions and standardize the new methods 10 30 20

What the process should be

10 40 20 30

What you think the process is What the process really is

10 30 20 40

DEFINE MEASURE ANALYZE IMPROVE CONTROL

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Process Mapping

Further Information – Six Sigma Improve

Process maps will help to describe the new solutions you want to test. The revised process will then be represented in the future state map.

Control

Process maps will help to communicate the new state with others, and to teach people how to do the work.

DEFINE MEASURE ANALYZE IMPROVE CONTROL