Process Mapping

1. Process Mapping

2. Process Mapping • Why Process Map? • To create a visual diagram of a process • To establish a common language • Assists in discussing improvement • The end result is to provide a blueprint for implementing the process • Other reasons?

3. Process Mapping • Who is the customer(s) for this process? • Who benefits from this process? • Always keep the customer in mind • There can be multiple customers at different points within the process

4. Process Mapping For each functional area identified in your relationship map, you can draw a flowchart or flowcharts. What are some examples of functional areas for a professional services firm?

5. Process Mapping • Step 1 - Determine boundaries • Where does the process start? • Where does it end?

6. Process Mapping • Step 2 – Map out the “AS IS” process • Current state of the process • Write one step of the process on each rectangular post-it note • Place these on the map in chronological order (working from left to right)

7. Process Mapping • Step 3 – Note all the queues • Places where work can pile up • Step 4 – Note all the checks/reviews • Steps that involve a check and/or review • Step 5 – Note all the forks

8. Process Mapping • Making a peanut butter and jelly sandwhich • Start at 3:16 • Continue to 5:00

9. Process Mapping • Value Added Steps • An activity that increases the value – from the customer’s perspective – of the product or service. • Non-Value Added Steps • An activity that does not add value – from the customer’s perspective – of the product or service.

10. Identify Waste/Inefficiencies Processing: Redundant and unnecessary process steps, excess processing, excess checking and inspection. Excess use of energy of all types. Correction: Re-do’s, fix-ups, returns, mark-downs, managing complaints. Inventory: Idle in-progress or finished materials, ingredients, supplies, or information. WaitTime: Delays and queues of all types. Search Time:Time spent looking for information, people, supplies, and equipment. Transportation: Multiple handling steps and needless movement of material and information. Space: Storage of unneeded items, excess inventory or the general “mess” that builds up over time. Excess space required due to inefficient process flow. Complexity: Complex process flows. Confusing product and service choices. Organization boundaries which introduce inefficiencies and frustrate anysense of accomplishment.

11. Strategies for Reducing Wastes and Eliminating Inefficiencies • Ideas for reducing waste in processes •  Total Steps • Rearrange Steps • Combine Steps •  Total Queues •  Total Handoffs •  Total Checks • Standardize Work Methods • Smooth out for Continuous Flow (work is processed and moved immediately to the next step)

12. Map out the “TO BE” Process

13. Questions to think about when creating your “TO BE” process • Can any step be eliminated? • As unnecessary • By new equipment? • By changing the place where it is done or kept? • By changing the order of work? • By changing the product design? • By changing the specification of the incoming supply?

14. Questions to think about when creating your “TO BE” process • Can any step be combined with another? • By changing the specification of supplies? • By changing the design of the product? • By changing the order of the steps? • By changing the equipment used?