Supply chain & Operations

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Chapter 3 - Supplement
Process Mapping and Analysis
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Learning Objectives
3S-1 Work through various steps in process mapping and
analysis.
3S-2 Assess a process to determine how effective it is in
achieving its desired outcome(s).
3S-3 Determine to what type of activity each step in a
process belongs.
3S-4 Understand when and how to apply the various tools of
process mapping.
3S-5 Change a process to make it more effective and
efficient by either refining the current process or
designing a new replacement process.

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Process Analysis at AHMP: What and Why?
What Is Process Mapping Analysis?
• A technique for documenting activities in a detailed,
compact, and graphic form.
Why do process mapping analysis?
• Help managers improve the effectiveness and efficiency of
processes by identifying and eliminating sources of waste
and inefficiency.
Learning Objective 3S-1

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Process Mapping as a Process
1. Determine desired process outcomes and metrics.
2. Identify and bound the critical process.
3. Document the existing process (“current state” map).
4. Analyze process and priorities improvements.
5. Recommend changes (“future state” map).
6. Implement changes and monitor process.
Learning Objective 3S-1

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Step 1: Determine Desired Outcomes
What should the process achieve?
• Reduced cost.
• Shorter lead time.
• Improved quality.
• Availability/reliable deliveries.
Learning Objective 3S-2

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Identifying Desired Outcomes at AHMP
Figure 3S–1 Using a Metric for Time to Enter Orders.
Learning Objective 3S-2
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Step 2: Identify and Set Bounds on Critical
Process
Critical processes typically are one of the following:
1. A bottleneck.
2. Visible to the customer.
3. Consumes largest amounts of resources.
4. A shared process.
5. Highest level of variance.
6. A unique skill or core competency.
Discussion question:
What are the risks of bounding the
process too narrowly? Too broadly?
Learning Objective 3S-2

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Step 3: “Current State” Map 1
• Current State: the “as is” of the processes.
• A process map is a diagram of the process activities.
• Identify minimum acceptable level of detail on map.
• Use different process mapping and analysis techniques.
• Watch for “hidden” steps.
• Capture relevant data.
Learning Objective 3S-3

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Step 3: “Current State” Map 2
Process Flow Table: record of process activities, key attributes
and sequence.
Table 3S–2: Process Activity Types.
Activity Classification Symbol Major Action/Result
Operation d Decides, produces, does, accomplishes, makes, uses
Transportation  Moves, changes location
Inspection W Verifies, checks, makes sure, measures
Delay D Blocks, starves, interferes, imposes a temporary stop
Storage  Keeps, safeguards
Learning Objective 3S-3

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Student Activity 1
“Staple Yourself to an Order.” Pick a process and become the
order within it. What steps were involved? How long did it
take for the process to complete operations? What did you
learn? What surprises did you uncover?
Learning Objective 3S-3

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Three Basic Charting and Analysis Tools for
Meaningful Process Mapping
1. Process flow table.
2. Physical layout diagram.
3. Process summary table.

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Step 3: “Current State” Map 3
Physical Layout Diagram: Documents horizontal and vertical movements.
Figure 3S–2: Physical Layout Diagram.
Learning Objective 3S-3
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Attributes to Capture in Documenting Current
State of a Process
1. Number of steps in the process (broken down by
category).
2. Distance covered by workpieces in the process (both
vertically and horizontally).
3. Time required for activities (minimum, maximum, average,
variance).
4. Value orientation of the activities (value–adding or not).
5. Number of departmental boundaries crossed by
workpieces.
6. Number of departments involved in each activity.
7. Number of people who touch or come into contact with the
workpiece or activity.

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Step 4: Analyze and Improve 1
Activities can be:
• Value Adding: moves an item closer to the form or
location desired by customer.
• Necessary but Not Value Adding: needed but doesn‘t
directly add value.
• Waste Generating: consumes resources without adding
value.
• Question Mark: not easily categorized, keep asking
“why?” to get to root reason for these activities.
Learning Objective 3S-4

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Step 4: Analyze and Improve 2
Dispositioning: what should be done with a specific activity.
• Keep: leave intact.
• Combine: merge an activity with others that are similar.
• Rethink: modify to improve value add.
• Eliminate: appropriate for waste activities.
Repositioning: where to position an activity in the overall
process.
Learning Objective 3S-4

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Step 4: Analyzing Processes at AHMP
Figure 3S–3: Process Flow Table for AHMP Order Entry Process.
Learning Objective 3S-4
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Step 5: “Future State” Map
Prioritize identified process improvements:
1. Make change immediately.
2. Postpone change pending resources.
3. Determine if change is not desirable or feasible.
Learning Objective 3S-5

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“Future State” Map at AHMP
Table 3S–5: Future State Process Flow Table for AHMP.
Learning Objective 3S-5
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Process Summary Table for AHMP
Table 3S–6 Process Summary Table for AHMP.
Activities
Operations ( )
d
Inspections ( )
W
Transportations ( )

Storages ( )

Delays (D)
 
Distance feet/meters
#
Current
4
2
4
0
7
950
Current
Total Time
30
15
150
0
3915
Proposed
#
4
0
2
00
15

Proposed
Total Time
22
0
2
0
0
#
Difference
0
2
2
0
7
Difference
Total Time
8
15
148
0
3915
Learning Objective 3S-5

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Step 6: Implement and Monitor Improvements
Process Improvement demands. . .
• Multiple iterations.
• Trial and error.
• Monitoring and support.
Learning Objective 3S-5

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Other Process Mapping Tools
• Process flow diagramming – a technique used to
indicate the general flow of plant processes and
equipment.
• Value stream mapping – a mapping technique that
analyzes the flow of material and information needed to
bring a product to the customer.
• Swim lanes – visual element in process flow diagrams or
flowcharts that organizes the activities into groups based
on tasks.
• Service blueprinting – an approach similar to process
mapping that analyzes the interface between customers
and service processes.

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Process Flow Diagram
Figure 3S–3 Process Flow Diagram: Dry–Mill Ethanol Process for
Converting Corn to Fuel–Grade Ethanol.
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Swim Lanes for an Order Fulfillment Process
Figure 3S–4 Swim Lanes for an Order Fulfillment Process.
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Service Blueprint for a Hotel Stay
Figure 3S–5 Service Blueprint for a Hotel Stay.
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Student Activity 2
Select a service on campus and create a service blueprint for
this service. How did the service blueprint help you to
understand the process? What process improvements do
you recommend?

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Process Mapping and Analysis: A Summary
1. Process mapping and analysis is a multi–stage process.
2. Processes can be characterized into six basic activities
(operations, decisions, storage activities, transportation
activities, delays, and inspections).
3. Multiple tools, including graphs, help to document the
“current state” and “future state” of processes.
4. Service blueprinting can be expected to see greater
usage as services become more important to customer.

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