Process Mapping

101

A3 Academy

A3 Box 4

Process Mapping

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A3 BOX 4List wastes occurring during process with descriptions.

What are the “Gaps” in the process identified?

How do we even identify gaps and waste?

How do we prioritize gaps and waste to focus on?

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PROCESS MAPPING 101Rules of Thumb

1. Left to right is notionally when steps take place

2. Mark milestones and/or time to deliver value to your customer

3. Document volumes of “widgets” that go through the process

4. Boxes – Steps in a process (label “who” and use verbs)

5. Diamonds – Decisions (Yes/No, If/Then…)

6. Use the same color stickies to represent waste/issues throughout; other colors can be used for different work groups or individuals

7. Processes can occur at the same time, with one process shown above or below the other (known as ‘swim lanes’)

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Remember- You’re not

going to break

anything!

Strive to ensure it’s

accurate and reflects

the work that’s actually

done!

PROCESS MAPPING

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Licensing Application Process– Current State – 02/18/15

Tech 1 calls

customer to counter

and receives their

application packet

Tech 1 makes copies

of all forms

Tech 1 gives packet

back to the customer

and explains what

they still need to

provide

Did they provide all

needed forms?

Yes

No

Tech 1 files copies

into appropriate

license file and places

originals in Tech 2’s

inbox

Tech 1 leaves the

case open and waits

for the customer to

return

PROCESS MAP EXAMPLE

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PROCESS MAPPING GUIDELINES1. Bookend First - Start by adding the first and last step in the process on the map.

2. Shut Up - Try silent process mapping at the beginning to get all the steps up as quickly as possible (especially if you find yourself getting stuck on discussions during process mapping)

3. Cleanup - Select someone to lead the team through clean up and review of the process map.

4. 80/20 Rule - Focus on process on how it happens most of the time for most people. Don’t get too far into the weeds.

5. Break the Rules - use your process mapping rules of thumbs but feel free to break them to fit your needs.

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WASTE- RULES OF THUMB

o Use monochromatic stickies to represent waste/issues;

o Use first letter on post it, i.e. Waiting waste is W

o Post under each process step if necessary

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BREAKOUT EXERCISE

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Map out your doctors visit

A cough has

emerged and

you need to

visit the ready

clinic!

VALUE ADD VS NON-VALUE ADD

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Any step that

improves the

service for the

customer

Value addedWould the customer be willing to pay for

this?

VALUE ADD VS NON-VALUE ADD

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Any step that

does not

contribute to the

product

Non-Value added

Does this step add any value?

VALUE ADD VS NON-VALUE ADD

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Regulatory steps

that are required

to deliver the

product

Business Necessity

Non Value

Is this step mandated?

Grouping Waste

Value Added - Would the customer be willing to

pay for this?

Place a Green sticker above

Non-Value Added - Does this step add any value?

Place a Red sticker above

Business Necessary Non-value Added -

Regulatory required

Place an Orange sticker above

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A good process map not only outline the steps, but also note wastes in the process (in pink); value-added, business necessary, and non-

value-added steps; and how long each step takes

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Note the different

colors used for

different

individuals/groups

in the process

We use pink post-

its to signify waste

– notice how they

stand out!

Two processes occurring

simultaneously = swim lane

Metrics are key

← Remember to title & date the process map

A3 Academy

Gap Analysis

A3 Box 4

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SPAGHETTI DIAGRAMS

• Diagram (or layout) of the work area

• Show the motion of how a customer and team members work

• Identifies unnecessary movement

• Can help ID better layouts

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Examples

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Checking the undercarriage of an RTD bus

FISHBONE DIAGRAMSTool to help identify causes and

conditions for an issue you are trying to solve or improve

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Level 1 Cause

Level 2 Cause

Measurements Materials People

Environment Methods Machines

21OED Contract Development

process from award letter to

Peoplesoft CAO – Waiting for Director Approval

Examples

THE FIVE “WHYS”Question asking technique to explore cause-and-effect

Ask “Why?” 5 or more times to get to the root cause of an issue

Use this tool in a respectful manner

EXAMPLE of how to use the 5-Whys…

Issue: My car won’t start.

Why (#1): The battery in my car is dead.

Why (#2): The alternator isn’t working.

Why (#3): The alternator belt is broken.

Why (#4): I didn’t replace the alternator belt when I should have.

Why (#5): I’m not servicing my car on time.

Note: To test logic, use the word “therefore” to read back through each question (i.e. I’m not servicing my car on time… therefore… I didn’t replace the alternator belt…) 22

EXAMPLE

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COMMUNICATION CIRCLES

Identify all the major actors (or who) is in the

processDefine all the types of

communication that goes on and to who

ID’s possible bottlenecks and need for centralized

communication

24Zoning Administration Team Communication

EXAMPLE

25Contract Approval

homeworkChoose one of the gap analysis tools that we discussed and create a

diagram for your problem.

Bring your questions tomorrow!