18. 3.3.2- 图标的含义 箭头总是从左到右 流程步骤 积压 / 库存 启动控制 不确定流程步骤 流程中重复情况的表示法： 批准？ ? 是 Yes 否 No 流程中决策的表示法： 批准？ 是 Yes 否 No 或者 颜色 2 红色 兰色 橙色 Mapping Symbol Guidelines 图标指南 重复从 X 到 Y 的流程，
19. 3.3.3- 传统流程图示例：订单履行流程 Conventional Map - Fulfillment Process 传统流程图 - 订单履行流程 Customer Need ID Quotation Purchase Order Sales Order Order Entry Backlog Ship Schedule Production Forecast Production Plan Build Inventory Pick/Pack/Ship Bill Purchase Material Receive Make to Order Path Make to Forecast Path
The first step toward cycle time reduction is to begin to look at and think of our business as a set of interconnected processes rather than as a set of boxes on an organization chart. This is an environment where a picture is truly worth a thousand words. The picture that we are looking at is a snapshot in time of the business process that we are analyzing. There are many terms used to describe such pictures. Most people are familiar with terms that are used to describe methods of analyzing or tracking business processes, such as flow charts, Pert charts, process diagrams, functional diagrams, and/or process maps. TI uses the word "diagram" as an umbrella term to describe the types of process pictures that are used to help look at business as a process. However, the terms "diagram" and "map" tend to be used interchangeably in this context, and either term is acceptable as a general descriptor. A business process diagram or map is a good start toward changing the way we look at and think about our business and our jobs. Diagrams are a graphic picture of the flow of a process or an activity. A completed process diagram provides an overview of the process and describes the path the process follows from beginning to completion. It can also provide an opportunity to understand how processes work across geographic and functional lines. One of the most valuable aspects of constructing a diagram of a business process is that it tends to bring together groups of people that rarely communicate with one another and provides a forum for them to work together to their mutual benefit. However, process diagramming is less than 10% of the task of reaching Entitlement.
The development of process flows are critical to identifying value-added and non-value-added activities in the critical business processes. All kinds of activities can grow up around functionally-driven organizations that contribute no value to serving the customer. Managers must begin to think in terms of process flows not organization charts. Each process has a history that, in the hands of process experts, yields valuable information about where the process “is” and where it “should be” in terms of cycle time and other key measurements. This information is far superior to benchmarking as a way of setting performance targets. Each process has a first-pass yield defined as the percentage of activities that proceed through a process correctly the first time without scrap or rework. This along with cycle time, is an excellent hands-on measurement of business process quality. Each process has a theoretical cycle time that, with data bases and experience, can add significant insight into what the performance of the process should be. Each process has subprocesses that are non-deterministic (unpredictable). Identification of these non-deterministic processes is critical to cycle time reduction especially in the design/development and strategic thrust processes. (& should be cleared up first, because you know how to solve the others!!) Each process can be measured by cycle time, cost and first-pass yield that, as we have seen, drives the 3 R’s, growth and/or profit for the shareholder, and value for the customer.
Cross-Functional Map Guidelines Box indicates activity or accomplishment A diamond indicates “yes/no” response option Functions are divided by horizontal dotted lines Left-to-right sequence should be followed (don’t loop back) Activity box should cover all functions involved c
Cross-Functional Map Guidelines Box indicates activity or accomplishment A diamond indicates “yes/no” response option Functions are divided by horizontal dotted lines Left-to-right sequence should be followed (don’t loop back) Activity box should cover all functions involved c
Cross-Functional Map Guidelines Box indicates activity or accomplishment A diamond indicates “yes/no” response option Functions are divided by horizontal dotted lines Left-to-right sequence should be followed (don’t loop back) Activity box should cover all functions involved c
Carefully review each point to enable learners to understand how to define a process. The time spent defining and agreeing upon the process scope will be more than made up in savings during the drawing of the actual diagram. Many instructor’s find it useful to draw a generic map on the whiteboard to explain scope.
Cross-functional process maps illustrate how processes work across functional lines on a time basis. Provides a graphic picture of a process flow Provides an overview of the process Illustrates the path the process follows Illustrates how the process works across functional lines This workshop contains a full module on how to map processes that can be used with cross-functional teams. Cross-Functional Map Guidelines Point out advantages of cross-functional map as you show it. Box indicates activity or accomplishment. Input and output arrows should be labeled. A diamond indicates yes/no response option. Functions divided by horizontal dotted lines. Left-to-right sequence should be followed (don’t loop back). Activity box should cover all functions involved.
It is usually best to start the listing of activities in a tabular format. Once the brainstorming of activities (or process steps) is mostly complete, begin time-ordering the activities and correlating them with the functions involved. After this tabular format is mostly “cleaned up” to the satisfaction of the team, a Cross-Functional Map can be drawn up with reasonable first pass yield.
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