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NG BB 12 High-Level Process Map


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NG BB 12 High-Level Process Map

  1. 1. UNCLASSIFIED / FOUO National Guard Black Belt Training Module 12 High-Level Process Map SIPOC UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUOCPI Roadmap – Define 8-STEP PROCESS 6. See 1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize Counter- the Performance Improvement Root Counter- Results Successful Measures Problem Gaps Targets Cause Measures & Process Processes Through Define Measure Analyze Improve Control ACTIVITIES TOOLS • Identify Problem •Project Charter • Validate Problem Statement •Project Selection Tools • Establish Strategic Alignment •Value Stream Map • Gather Voice of the Customer & Business •Various Financial Analysis • Create Goal Statement •Effective Meeting Skills • Validate Business Case •Stakeholder Analysis • Determine Project Scope •Communication Plan • Select and Launch Team •SIPOC Map • Develop Project Timeline •High-Level Process Map • Create Communication Plan •Project Management Tools • Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis • Complete Define Tollgate •RACI and Quad Charts •Strategic Alignment Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive. UNCLASSIFIED / FOUO 2
  3. 3. UNCLASSIFIED / FOUO Learning Objectives  Understand and illustrate the process at a high level to make sure everyone agrees on project scope  Identify key suppliers, inputs, process steps, outputs and customers UNCLASSIFIED / FOUO 3 3
  4. 4. UNCLASSIFIED / FOUO Exercise: What is a Process? Input ACTIVITY Output UNCLASSIFIED / FOUO 4
  5. 5. UNCLASSIFIED / FOUO Why Map The Process? Visualize the Process  Identify what to measure  Identify Suppliers/Inputs  Identify where to measure  Identify Customers/Outputs  Identify gaps between strategic  Identify process handoffs focus and actual process  Identify decision points & branches  Charter development  Value Added/Non-Value Added  Identify projects – strategically analysis assign BB/MBB  Identify where/when defects occur  Identify project/process focus  Identify lead time problems and areas WIP Process mapping tools may be the most widely effective set of improvement tools in our CPI toolbox! UNCLASSIFIED / FOUO 5 5
  6. 6. UNCLASSIFIED / FOUO Process Mapping SIPOC Sets the scope of the Value-Steam map Process Map Outline Value Stream Map • Top-down • Swim-lane • Detailed Specialized Maps • Input/Output Analysis • Time/Value Analysis • Defect Fall-Out Not all tools • Spaghetti Diagram are needed for every project! UNCLASSIFIED / FOUO 6 6
  7. 7. UNCLASSIFIED / FOUO High-Level SIPOC Chart  Supplier-Input-Process-Output-Customer (SIPOC) Chart  Suppliers – Significant internal/external suppliers to the process  Inputs – Significant inputs to the process i.e. material, forms, information, etc.  Process – One block representing the entire process  Outputs – Significant outputs to internal/external customers  Customers – Significant internal/external customers to the process  The best place to start mapping/analyzing the process A SIPOC helps to identify the process outputs and the customers to capture Voice of the Customer UNCLASSIFIED / FOUO 7 7
  8. 8. UNCLASSIFIED / FOUO How To Create A SIPOC  Label the process  Place first and last step in process  Summarize process in 3-6 steps  Brainstorm and prioritize customers  For critical few customer groups - brainstorm and prioritize significant outputs  Later verify by VOC tools  Designate as CTQ, CTS, CTC (Critical to Quality, Speed, Cost)  Brainstorm and prioritize significant inputs  Identify suppliers for those inputs UNCLASSIFIED / FOUO 8 8
  9. 9. UNCLASSIFIED / FOUODeveloping a SIPOC 5 What do we need to consume? 1 What is the Process? Process Name ________________ Suppliers Inputs Process Outputs Customers 6 • Billing Dept. staff Delivered invoice • Customer Billing Process Who 3 2 database Supplies • Shipping How do we What do they Who’s the it? information 4 Customer? produce it? get? • Order information UNCLASSIFIED / FOUO 9
  10. 10. UNCLASSIFIED / FOUO Label Process Suppliers Inputs Process Outputs Customer Hiring Process UNCLASSIFIED / FOUO 10 10
  11. 11. UNCLASSIFIED / FOUO Brainstorm and Prioritize Customers Suppliers Inputs Process Outputs Customer Hiring Process Manager UNCLASSIFIED / FOUO 11 11
  12. 12. UNCLASSIFIED / FOUO Brainstorm and Prioritize Outputs Suppliers Inputs Process Outputs Customer Hiring Process New person Manager in place and productive UNCLASSIFIED / FOUO 12 12
  13. 13. UNCLASSIFIED / FOUO Identify Inputs Suppliers Inputs Process Outputs Customer Hiring Hiring Process New person Manager Request in place and productive Candidate Pool UNCLASSIFIED / FOUO 13 13
  14. 14. UNCLASSIFIED / FOUO Identify Suppliers Suppliers Inputs Process Outputs Customer Manager Hiring Hiring Process New person Manager Request in place and Society productive Candidate Pool UNCLASSIFIED / FOUO 14 14
  15. 15. UNCLASSIFIED / FOUO SIPOC Example Suppliers Inputs Process Outputs Customer Army DD Form 172 CAC Army Submit Civilian - name Paperwork Civilian or - SS # or Soldier - status Soldier - branch of service Validate CAC - pay grade Information - etc. Prepare CAC Receive CAC UNCLASSIFIED / FOUO 15 15
  16. 16. UNCLASSIFIED / FOUO Exercise: SIPOC Practice Example S I P O C UNCLASSIFIED / FOUO 16
  17. 17. UNCLASSIFIED / FOUO COPIS Approach is Best C Step 1 Determine the boundaries (start and stop) of the process Customer Identify the Customers List the primary customers who receive outputs. O Step 2 Identify the Outputs of the Process Outputs List the major Outputs of the process. P Step 3 Map out the Process Process Map the four rofive steps that describe the process at a very high level. I Step 4 Identify the Inputs Inputs List the major Inputsto the process. S Step 5 Identify the Suppliers Suppliers List the Suppliers who provide those inputs to the process. UNCLASSIFIED / FOUO 17
  18. 18. UNCLASSIFIED / FOUO SIPOC Example – Vehicle Inspection Suppliers Inputs Process Outputs Customer Tank Automotive Start Inspect Deficiency Automotive Tank Purchase Field Agency Vehicles List (DL) Command Description (ATPD) Final Record Recorded BAE Inspection BAE Defects Defects Record (FIR) Rework DD250 Field Agency Vehicle Inspection TACOM Vehicles Re-inspect Defect Codes Vehicles Acceptance Stop Project Focus UNCLASSIFIED / FOUO 18
  19. 19. UNCLASSIFIED / FOUO SIPOC Example – Duty Free Entry Process Suppliers Inputs Process Outputs Customers  DOD Procuring  DOD Contract DFE  War Material  Military Services Activities  Foreign Supplier Entitlement  Major End Items  Military Depots  DFE Entitlement Clause Requested  Finished Product  Completed Entitlement  Also CO/ACO (DLA/Depots) Request  DOD Contracting  DOD Contract Entitlement  Completed Entitlement  DOD Procuring Activities Officers (ACO)  Contract review Approved Request  Contractors  Entitlement approval  Entitlement disapproval  DFE etool  Contractors  Foreign source raw material  Import Shipment  Military Services/Depots Material  Import shipment Receipt  DOD Procuring Activities Imported  Duty ($)  DFE Certificate  DOD Contracting  Entitlement request  Duty ($) Officers  DFE etool  DOD Contract  Customs Brokers  Raw Material Certificate  Import Shipment  Contractors  Entitlement request Requested  DFE Certificate  Certificate request  DFE Denial  Duty ($)  DCMA Customs  Certificate request  DFE Certificate  Military Services/Depots  DOD contract  DFE Denial  DOD Procuring Activities Certificate  Entitlement request Issued  Customs Brokers/US Customs & Border Protection/ US Census Bureau Measurable Y: Cycle time to process Duty Free Entry requests UNCLASSIFIED / FOUO 19
  20. 20. UNCLASSIFIED / FOUODeveloping Process Metrics using a SIPOC Suppliers Inputs Process Outputs Customers Billing Process • Billing Dept. staff • Delivered • Customer invoice database • Shipping information • Order information Input Metrics (X) Process Metrics (X) Output Metrics (Y) • Accuracy of order info. • Rework % at each step • Invoice accuracy 7 • Accuracy of shipping info. • Internal scrap % • Accuracy of customer info. • Staff expertise Quality • System up-time • Time to receive order info. • Invoice cycle time • Time to complete invoice • System responsiveness Speed • Time to deliver invoice • Delay time between steps • # of billing staff • Cost/invoice • Cost/hr for billing staff Cost 8 What’s the Goal? UNCLASSIFIED / FOUO 20
  21. 21. UNCLASSIFIED / FOUO SIPOC Practice Example S I P O C Coffee Insert Store Maker/ filter Filters Add Coffee/ Store coffee Scoop grounds Water/ Pour in Utility Faucet water What are some Turn on good input (X) Utility Electricity coffee and output (Y) maker metrics? Store Cup Pour UNCLASSIFIED / FOUO 21
  22. 22. UNCLASSIFIED / FOUO Leading and Lagging Measures  Leading measures tell the need to adjust process before the fact  Evaluate inputs and adjust downstream process to reflect results of evaluation  The Input and Process metrics from SIPOC (X’s) are leading measures for process performance  Lagging Measures inform about process performance and the need for adjustment after the fact  Some close lagging measures are able to give immediate feedback to the process  Evaluate results of process step and feed information upstream  Some long lagging measures take so long to give feedback that decision- making is not timely and not well defined – great likelihood of providing inconsistent service  The Output Metrics from the SIPOC map (Y’s) are lagging measures for process performance UNCLASSIFIED / FOUO 22 22
  23. 23. UNCLASSIFIED / FOUO SIPOC Uses Process Mapping Value Stream Mapping  For broader  For deeper analysis understanding  To determine Project Scope  To identify Key Output (Y’s)  To identify Process & Input (X’s)  To identify Variables/Metrics Y = f(X)  To develop Cause & Effect Matrix (focus project scope) UNCLASSIFIED / FOUO 23 23
  24. 24. UNCLASSIFIED / FOUO Charter and Timeline Team Members Name Role Affiliation DACI Black Belt Driver Master Black Belt Driver Take away Project Sponsor Approver message goes Process Owner Approver here Project Charter (impact ofProblem problem)Statement:Business Case: Project TimelineGoal Statement: Phase Start Stop StatusUnit: Define mm/dd/yy mm/dd/yyDefect: Measure mm/dd/yy mm/dd/yyCustomer Analyze mm/dd/yy mm/dd/yySpecifications: Improve mm/dd/yy mm/dd/yyProcess Start: Control mm/dd/yy mm/dd/yyProcess Stop:Scope: Required Deliverable UNCLASSIFIED / FOUO 24
  25. 25. UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC) Template Suppliers Inputs Process Outputs Customers Measurable Y: Required Deliverable UNCLASSIFIED / FOUO 25
  26. 26. UNCLASSIFIED / FOUO Exercise: Create a SIPOC  Break into 3-4 person teams  Using the GGA Budget Dept exercise, create a SIPOC by doing the following:  Define the start and finish points for the chosen process  List several Customer Groups  For 1 or 2 Customer Groups, list the top customer requirements and their associated output(s)  Cite 1 or 2 suppliers and their associated input(s)  Prepare to present to the class Time: 20 minutes Process Mapping UNCLASSIFIED / FOUO 26 26
  27. 27. UNCLASSIFIED / FOUO SIPOC and Requirements Exercise  Break into small teams  Using the GGA Budget simulation, create a Project Charter and SIPOC  Prepare to present to the class 30 minutes Process Mapping UNCLASSIFIED / FOUO 27 27
  28. 28. UNCLASSIFIED / FOUO What other comments or questions do you have? UNCLASSIFIED / FOUO 28