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090 Process Mapping
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
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090 Process Mapping
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- 2. Quality and Processes Quality isjudged by customers based on the output of a process Focusing on the work of the individual worker will not lead to greatly improved quality
- 3. Quality and Processes Toimprove quality, the process must be improved. Simply focusing on or defining a process is NOT improvement – Management has to make changes and use data to show the change really is an improvement.
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- 7. WHY CREATE ASIPOC MAP? 1. To develop a high-level view of the process. 2. To avoid dilution of Scope. 3. To highlight areas for improvement. 4. To ensure focus on the customer.
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- 10. SIPOC : HIGH-LEVELPROCESS VIEW Process -A high-level view is often captured as top-level flow chart Step 1: Bottling Step 2: Labeling Step 3: Inspecting Step 4: Packaging INPUT OUTPUT
- 11. Questions to helpwith SIPOC Purpose Why does this process exist? What is the purpose of this process? What is the outcome? Outputs What product does this process make? What are the outputs of this process? At what point does this process end?
- 12. Questions to helpwithQuestions to help with SIPOCSIPOC Customers Who uses the products from this process? Who are the customers of this process? Process steps What happens to each input? What conversion activities take place?
- 13. PROCESS MAPPINGPROCESS MAPPING Inputs/Suppliers Wheredoes the information or material you work on come from? Who are your suppliers? What do they supply? Where do they affect the process flow? What effect do they have on the process and on the outcome?
- 15. How to createa SIPOC Map Name the process. Clarify the start and the stop (boundaries) of the process. List key outputs and customers. List key inputs and suppliers. Identify, name, and order the major process steps.
- 16. Building of aProcess Map List Suppliers List Inputs Map the Process List Outputs List customer s 1. Determine the beginning and the end of the process 2. Brainstorm the process steps 3. Group processes into major process areas 4. Layout activities in sequence 5. Code each activity 6. Walk through the process thereby validating it.
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- 18. PROCESS MAPPINGPROCESS MAPPING Manydefects arise because something in a process is done incorrectly or inefficiently. To improve process sigma managers need to be able to pinpoint process problems and find better, more effective ways to accomplish the same work.
- 19. What you needto know about a Process
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- 21. Understanding a Process Tobetter understand the process, PEIM will: Create a flowchart of the process. Identify which of your process steps are value- added and which are non value-added. Determine cycle time and identify bottlenecks. Look for errors or inefficiencies that contribute to defects.
- 22. FLOW CHARTS Flow chartsare tools that make a process visible. Start Step 1 Step 2 Step 3 Decision Step 4 Step 5 Step 6 End No
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- 25. WHEN TO USEFLOWCHARTS
- 26. Custome r Service Demand Fulfillment Demand Generatio n New Product Development ShippingPackingProducing Ordering materials PackagingSealingFillingMixing Level 1 Level 2 Level3 STARTING AT THE TOP Key business activities can be defined at different levels of the organisation
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- 29. BASIC VS. ACTIVITYFLOWCHARTS
- 30. BASIC VS. ACTIVITYFLOWCHARTS
- 31. BASIC VS. ACTIVITYFLOWCHARTS
- 32. BASIC VS. ACTIVITYFLOWCHARTS Start Step 1 Step 2 Step 3 Step 4 End
- 35. WHICH FLOWCHARTING TECHNIQUE SHOULDI USE? Basic Flowchart Activity Flowchart Deployment Flowchart •To identify the major steps of the process •To illustrate where in the process you will collect data •To display the complexity and decision points of a process •To identify rework loops and bottlenecks •To help highlight handoff areas in processes between people or functions •To clarify roles and indicate dependencies
- 36. HOW TO CREATEFLOWCHARTS When creating a flowchart, work with a group so you can get multiple viewpoints. Brainstorm action steps Write these on self-stick notes or on a flipchart Make sure to include the steps that occur when things go wrong
- 37. HOW TO CREATEFLOWCHARTS • Arrange the steps in sequence • Be consistent in the direction of flow- time should always flow from top to bottom, or from left to right • Use appropriate flowchart symbols • Check for missing steps or decision points • Number the steps
- 38. FOUR PERSPECTIVES Flowcharts canmap four different perspectives on a process: 1. What you think the process is? 2. What the process really is? 3. What the process could be? 4. What the process should be? At this stage, you are trying to define the current situation, as it is. Therefore, your flowchart(s) should map what is really happening in the process.
- 39. Processes and Complexity Comparethe flow chart below with the one on the next page -which of the flow chart reflects more accurately reality? -which of these flow charts would you prefer to use? Why? Take original to copier Place original on copier Select size Select orientation Select number of copies Start copier Copier runs Another page? Remove original Collect copies Staple Clear Modes Leave room Yes No
- 41. VALUE-ADDED AND NONVALUE-ADDEDSTEPS Value-Added Step: Customers are willing to pay for it. It physically changes the product It’s done right the first time. Non-Value Added Step: Is not essential to produce output. Does not add value to the output.
- 42. Non-Value Added Step: Includes: Defects,errors, omissions. Preparation/setup, Over-production, processing, inventory Transporting, motion, waiting, delays
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- 45. Non Value AddedActivities
- 46. Non Value AddedActivities
- 47. Non Value AddedActivities
- 52. CYCLE TIME REDUCTION Understandingcycle time: Provides a better understanding of the process. Shows the impact of no value-added steps on the time it takes to produce product or service. Identifies bottlenecks in the process Waste •Defects •Over-production •Over-processing •Transporting •Inventory •Motion •Delays Value Adding Processing time
- 53. CYCLE TIME REDUCTION Reducingcycle time: • Helps increase predictability in the process • Helps reduce waste and rework, which reduces costs. • Provides a competitive advantage by reducing cycle time.
- 54. MEASURING CYCLE TIME 1.Decide whether you will measure cycle time on the entire process or on a subset of steps. 2. Develop operational definitions for the starting and ending points of each step. 3. Develop consensus about what is value- added and what is non-value added time (if you haven’t done so already) 4. Develop a data collection form.
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- 56. VALUE ANALYSIS MATRIX Youcan track specific types of non- value added time with a Value Analysis Matrix. This helps clarify: the types of waste present in the process, the percentage of overall process time each non-Value adding step contributes.
- 57. 100%100Total 30%30Transporting/ Motion 52%52Delay 6%6Control/ Inspection Prep/Setup 10%10Fixing Errors Non Value added 2%2ValueAdded 100%10020101106201011012Time (Hours) %TotalTotal 10987654321Process Step
- 59. BOTTLENECKS Bottlenecks increase cycletime A bottleneck is: Any resource whose capacity limits the amount of information or material that flows through the process. Any resource whose capacity is equal to or less than the demand placed upon it. How do you recognise bottlenecks?
- 60. WHEN TO GOFOR DESIGN EXCELLENCE
- 61. WHEN TO GOFOR DESIGN EXCELLENCE Next generation; the existing product’s remaining Life Cycle is very short, a successor is required soon. System limits: the performance gap is due to system / business model configurations that cannot be changed.
- 62. Process mapping Become awareof the Problem. Describe the Problem Define & Verify the root causes Identify potential root causes Select likely causes Is the potential cause a root cause Yes Identify alternative solutions Verify corrective actions Implement permanent actions Prevent Recurrence Congratulate your team
- 63. QUALITY AND PROCESSES Qualityis judged by customers based on the output of a process. Focusing on the work of the individual worker will not lead to greatly improved quality. To improve quality, the process must be improved.
- 64. QUALITY AND PROCESSES Simplyfocusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.