Process Mapping

1. Process Mapping Course Overview

2. Your Time to Relax

3. SIPOC Analysis Value The Process Customer Supplier Inputs Outputs

4. SIPOC Analysis Value The Process Supplier Customer Inputs Outputs Value The Process Customer Supplier Inputs Outputs Value The Process Supplier Customer Inputs Outputs

5. Process Maps Use • 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

6. Consider… …what might the advantages be to visual representation of a process? …what might the disadvantages be?

7. Process Mapping Process Mapping Basics

8. Information Collection Methods • Self-generated • One-on-one interviews • Group interviews

9. Process Mapping-Ideal Approach • 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

10. Process Mapping-Ideal Approach • 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

11. Consider… …limitation to the ideal approach of process mapping in your organization.

12. Process Mapping Pitfalls • 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)

13. Mitigating Pitfalls Brainstorm specific actions a facilitator might take to address each of the process mapping pitfalls. Be as specific as possible.

14. Remember… …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.

15. Process Mapping Flow Charting

16. Flow Charts-A Definition 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

17. Reality Check 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?

18. Flow Chart Symbols Boundary (start/end) Operation: activity or task Movement or transportation Inspection

19. Flow Chart Symbols Delay Storage Decision Document

20. Flow Chart Symbols Database or electronic storage Connector Arrows: Indicates sequence and flow of process A A

21. Flowcharting Practice As practice flowchart the process “going to work on Monday morning” Share flowchart with table partners and get feedback

22. Flowchart Your Process Now, take a shot at flowcharting your work process Share flowchart with co-workers and get feedback End Start ?????

23. Consider….. ….what uses of flow charts do you see in your organization?

24. Consider….. ….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

25. Process Mapping Spaghetti Charts

26. Your Time to Relax

27. Spaghetti Chart 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

28. Making a Spaghetti Chart • 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

29. Spaghetti Chart-Example

30. Practice Time 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

31. Share… …observations and actions from your spaghetti map “getting ready for work”

32. Discuss… …observations and possible kaizen events to address travel and/or movement waste

33. Process Mapping Relationship Map Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

34. Your Time to Relax

35. Relationship Map • A picture of the input-output (customer-supplier) 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.

36. Relationship Maps • Identify the major outputs of your group or department. Process Output

37. Relationship Maps • Identify your group or department’s immediate customers. Process Customer Output

38. Relationship Maps • List the major inputs your group or department requires to produce each major output. Process Supplier Customer Input Output

39. Relationship Maps • Identify where the inputs come from (who suppliesthem). Process Supplier Customer Input Output

40. Relationship Maps • What are the major relationships (inputs/outputs) inside your group or department? Process Supplier Customer Input Output

41. Welcome to Phil’s Garage Customers Process Suppliers Input Output

42. Welcome to Phil’s Garage Customers Process Suppliers Brake Bay Muffler Bay Shock Absorber Bay Input Output

43. Welcome to Phil’s Garage Customers Process Suppliers Brake Bay Muffler Bay Shock Absorber Bay Sales Input Output

44. Welcome to Phil’s Garage Customers Process Suppliers Brake Bay Muffler Bay Shock Absorber Bay Purchasing Sales Input Output

45. Welcome to Phil’s Garage Customers Process Suppliers Brake Bay Muffler Bay Shock Absorber Bay Purchasing Sales Input Output

46. Questions Answered • 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?

47. Questions Answered (continued) • 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?

48. Interpreting Relationship Map • 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.

49. Disconnects at Phil’s Garage Customers Process Suppliers Brake Bay Muffler Bay Shock Absorber Bay Purchasing Sales Input Output

50. Create… • …a Relationship Map of your process Interpret… • …your Relationship Map Identify… • …specific actions to address “disconnects”