Metrics-Based Process Mapping: Part 1 of 3


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Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.

Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.

Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.

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Metrics-Based Process Mapping: Part 1 of 3

  1. 1. Company LOGO Metrics-Based Process Mapping Part 1 of 3
  2. 2. 2 Karen Martin, Principal Karen Martin & Associates Mike Osterling, President Osterling Consulting Chapter 12 – Metrics-Based Process Mapping (manual method) Excel Tool for Archiving Completed Maps Available from Productivity Press, Amazon, or any major bookseller About Us
  3. 3. © 2010 Karen Martin & Associates 3 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state Part 2: Analyze the current state; design and implement the future state Part 3: Document the improved process
  4. 4. © 2010 Karen Martin & Associates The Work We Do: Degrees of Granularity 4 Value Stream Process Process Process Step Step Step Value Stream Map Micro View (Tactical) Macro View (Strategic) Metrics-Based Process Map
  5. 5. © 2010 Karen Martin & Associates 5 Traditional Mapping Method: Process Flow Chart Where’s the quality? Where’s the time?
  6. 6. 6 How do we know what to improve? Traditional Swim Lane Process Maps
  7. 7. © 2010 Karen Martin & Associates 7 What is a Metrics-Based Process Map?  A visual process analysis and design tool, which integrates:  Functional orientation of traditional swim lane process maps  Key Lean time and quality metrics  The office/service version of the standard work combination sheets often used to improve manufacturing processes.  Tool which highlights the disconnects / wastes / delays in a process  Keeps the improvement focus properly directed  Serves as standard work for workforce training and process monitoring
  8. 8. Metrics-Based Process Mapping (MBPM)
  9. 9. © 2010 Karen Martin & Associates When is the MBPM Used? For current state analysis and future state design during an office/service-based Kaizen Event. As a stand alone improvement tool.  To avoid sub-optimizing, tie all improvements to a strategic improvement plan such as a value stream map. 9
  10. 10. © 2010 Karen Martin & Associates Supplies Needed 36” wide white paper Scissors & masking tape 3 x 6” post-its (multiple colors) 2 x 2” post-its (green and yellow) Sharpie markers A red or other brightly colored marker Calculators 10
  11. 11. © 2010 Karen Martin & Associates Mapping Preparation  Select a skilled facilitator.  Scope the process being mapped – opt for narrow current state focus so you can explore deeply and minimize variation.  Select a cross-functional team of no more than 10.  Process workers (30-50% of the team)  Upstream suppliers  Downstream customers  Outside eyes  Draw 6” wide swim lanes on the 36” paper.  Pre-drawn lines – template available:  Chalk line  Manually draw 11
  12. 12. Step 1: Label the map Process Name Included/Excluded Conditions Current State MBPM Date Facilitator and/or Team Names
  13. 13. Step 2: Label the Swim Lanes with the Functions Involved in the Process Process Name Included/Excluded Conditions Current State MBPM Date Facilitator and/or Team Names Function A Function B Function C Function D Function E Function F
  14. 14. Step 1 Step 2 Parallel Steps (concurrent activities) Ticking clock Step 3: Document all activities (steps) on 3 x 6” post-its; place sequentially
  15. 15. MBPM Post-it Conventions Activity (Verb / Noun) Function that performs the task
  16. 16. Step # Step 4: Number the Activities Note: For parallel activities, use alpha modifiers -- e.g. 8A, 8B, etc.
  17. 17. # Staff (if relevant) Barriers to Flow (if relevant) • Batching • Shared resources • System downtime • Etc. PT (Process Time) LT (Lead Time) % Complete & Accurate Step 5: Add Step-specific information
  18. 18. © 2010 Karen Martin & Associates 18 Key Lean Metrics: Time Process time (PT)  The time it takes to actually perform the work, if one is able to work on it uninterrupted  Includes task-specific doing, talking, and thinking  aka “touch time,” work time, cycle time Lead time (LT)  The elapsed time from the time work is made available until it’s completed and passed on to the next person or department in the chain  aka throughput time, turnaround time, elapsed time  Includes Process Time
  19. 19. © 2010 Karen Martin & Associates Lead Time vs. Process Time 19 Lead Time Work Received Work passed to next step Process Time LT = PT + Waiting / Delays
  20. 20. © 2010 Karen Martin & Associates Key Lean Metrics: Quality %Complete and Accurate (%C&A)  % time downstream customer can perform task without having to “CAC” the incoming work:  Correct information or material that was supplied  Add information that should have been supplied  Clarify information that should or could have been clear  This output metric is measured by the immediate downstream customer and all subsequent downstream customers.  If workers further downstream deem the output from a particular step to be less than 100%, multiply their assessment of quality with the previous assessments. 20
  21. 21. © 2010 Karen Martin & Associates 21 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state Part 2: Analyze the current state; design and implement the future state Part 3: Document the improved process
  22. 22. © 2010 Karen Martin & Associates 22 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Visit us on Twitter, LinkedIn, Facebook, For Further Questions
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