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Continuous Improvement

Mapping the Process

Module 1.05

Lean Sigma Associates Ltd.

Accelerating Growth

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Content

• Understand a process• The elements of a process• The proper level of detail• Types of process maps• Creating a process map

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Objectives

Understand the need to map business processes Describe each symbol and its function Understand the different maps and how they are

used Create a process map (s)

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DMAIC Process & Tools

BusinessNeed orProblem

UnderstandCustomer

Want(VOC)

Map &AnalyzeProcess

TranslateVOC to CTQ

DetermineOperationalDefinitions

Get Dataand set

Baseline(s)

DetermineSolutions toRoot Causes

PilotSolutions as

needed

Pilot &Evaluate as

needed

ImplementSolutions &

Control

Dig for RootCause of the

Problem

– SIPOC– Charter– SMART

– Surveys– Customer Data

– Process Map– VA/NVA Analysis

– Run Chart– Pareto Chart– Histogram– Fishbone– Is/Is Not

– Brainstorm– Solution Selection Matrix– Fishbone–Tree–5 Why’s

– Risk Analysis

– Affinity Diagram

– Data Attributes– Variation

– Defining the measure

– Action/ Timing plans

– Standardise

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Why Understand a Process

• By understanding processes, we are able to eliminate steps which do not add value and enhance those steps which support the customers CTQ’s.

• The primary tool used to understand processes is called a Process Map which is simply a graphical display of the process.

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Drilling Down• Key business activities can be defined at different levels of the

organization:

– Level 1 = highest-level view of work in the organization

– Level 2 = work that flows across several departments or within an entire department or work area

– Level 3 = a detailed view of a particular process

– Etc., etc. = potentially infinite levels of detail

Businessdevelopment

ContractingServicedelivery

Customersupport

Evaluation

Confirmneeds

Customizematerials

Pilottraining

Delivertraining

Obtaincustomer

data

Preparematerials

Customerreview

Finalize

Level 1

Level 2

Level 3

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Process Details

SUPPLIERS

Inputs

CUSTOMERS

Outputs

Process

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Process Map - The Elements

Start

EndDecisionYes

No

Step 6

Step 5Step 4

Step 3Step 2Step 1

Always ends at the same task or action

Each action is clearly defined

Decisions show all possible outputs

Always starts at the same task or action

Process maps are tools that make a process visible.

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Going to the Bank

1. On the space below, write down how long you would wait in a queue to make a simple transaction (Deposit).

2. Write at what point your personal clock starts.

3. Write down the high level sequence of events with each step having a “trigger” which clearly defines the start of the step and each sequential trigger until you return to where you started the process

• Time: 5 minutes

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Standard Symbols MatrixName Standard

(Y/N)Application Description Symbol

Decision Yes Primarily for Y/N decisions; however, can be used for multiple options based on the decision necessary.

Diamond

Refer to Other Process

Yes Use for other pre-defined processes that interact with the process. These other business as usual processes are not detailed since they are not changing as a result of the project.

Flag

Process Step Yes Identifies step in the process. Box

Database Yes Identifies the system or database completing the associated activity.

Disk

Termination No Identifies the end of the processes. Oval

Connector Yes Connects processes within the process. Include alpha label within each connector and a page number reference if the process connects to a different page. Include ‘From’ and ‘To’ in page connectors.

Circle

Metric Yes Labels the locations in a process flow diagram identifying a key process performance metric.

Measure

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The Beginning

• Your starting point should be well defined, such as when the patient calls. This “trigger” or input is repeatable every time.

• How you determine the starting and stopping points for each task or ‘box’ is up to you and your team. Be sure to use logical triggers to separate each step. For making a patient appointment.

StartPhone rings

Step 1Answer phone

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Step 1 to Step 2

Step 2Step 1

Step 1: (Answer phone) Phone rings, phone is answered, information is taken from patient, look for opening in schedule end step 1.

Step 2: Check schedule based on patients time frame, find date and check to see if it is acceptable to patient, end step 2

The end point of a step is the ‘trigger’ for the following step

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Decision

Step 3Decision

No

Step 3a

Yes

Step 4

Step 3: Time acceptable to patient?, if yes go to step 4 if no go to step 3a

Decisions can be either yes/no or good/bad, and can have more than 2 possible outcomes. What about a decision based on payment type, how many possible outcomes are there?

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Process Flow Development

• Process flows show the sequence of individual steps and decisions, and who is responsible for them.

• Each step should be specific and action oriented, generally including a verb.– Answer the phone, Make Appointment, Fulfill Service,

Send invoice, etc.• Symbols are used to illustrate the process flow, decision points,

and activities performed.• Process flows generally take considerable time to prepare, but

they are extremely useful in understanding a process prior to attempting improvements. They require input from people familiar with each area of the process.

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How to Create Process Maps

• When creating a process map, work with a group so you can get multiple viewpoints.– Document the detailed steps:

• Talk to the people who do the work

• Write these on self-stick notes or on a flipchart

• Make sure to include the steps that occur when things go wrong

– 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 process map symbols

– Check for missing steps or decision points

At this point, we don’t care why people do what they do, we simply care about what they do

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What is the correct level of detail?

• The simple answer is that it depends on what you want to know!

• For example, if we want to know how long it takes for us to complete the customer service request, what are the two points we care about?

• If we want to shorten the time it takes to handle a customer service request, what level of detail do we need?

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Getting Focused

SUPPLIERS

Inputs

CUSTOMERS

OutputsProcess

Start

EndDecision Yes

No

Step 6

Step 5Step 4

Step 3Step 2Step 1

Core Area “Sales”

Major Process

Sub-processes

Tasks

Defect Occurs

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Process Validation

• How to Validate: – Engage Subject Matter Experts (SMEs), process

owners and the people who do the job or task, NOT the manager

– Have a process walkthrough with SMEs, process owner and Project Lead

– Validate the process map with process performers by walking the process yourself!

– Have SMEs, process owner and Project Lead sign-off on process maps

We still don’t care why people do what they do, we simply care about what they do.Why comes later once we have agreement on whet the process really looks like

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Types of Process Maps

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Reduce Patient Wait Times

SSuppliers

IInputs

PProcess

OOutputs

CCustomers

Clinical Area Providers Patients Greet Patient Treatment Order for technician

Processor

Network Providers Patient Identification and test type

Verify Patient Id and Requirements

Collected specimens STAT Lab

Patients Lab Orders Call Patient Specimen documentation Reference Labs

Advice Equipment and collection devices

Collect Specimen Needle waste Testing Techs

Check out Patient and schedule any additional

follow ups

Providers

Patients

Member Services

Great to highlight stakeholders, Key Inputs and Outputs and the start stop point of the Process (Scope)

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Top Down Flowchart

RequestRequestPrepPrep

UnitUnitReviewReview

FunctionFunctionReviewReview

InternalInternalSourcingSourcing

ExternalExternalSourcingSourcing

InterviewInterview OfferOfferNewNew

EmployeeEmployeeOrientationOrientation

ReviewReview““Short”Short”

ListList

ReviewReviewStarSearchStarSearch

DataData

Post onPost onJobNetJobNet

ReviewReviewJobNetJobNet

ResponsesResponses

CoordinateCoordinateWithWith

Curr. Sup.Curr. Sup.

ChooseChooseJobJob

ClassClass

EnterEnterDescrip.Descrip.

EnterEnterDetailsDetails

EnterEnterCloseCloseDateDate

SubmitSubmittoto

publishpublish

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“Swim Lane” Map

Use for large, complex processes when:• Multiple departments/functions are involved, including

outside the firm.• Sequence and time of processes is important (as in cycle

time reduction).• Can show information and service flows if needed.• Top lane is typically process customer

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Swim Lane Example

Hand Offs!

Hand Offs!

Hand Offs!

Hand Offs!

Hand Offs!

Hand Offs!

Hand Offs!

Hand Offs!

Excellent to show hand offs and disconnected flow

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Spaghetti Diagram

When you want to show excessive physical movement this is the map for you!

Lab improvement Project Kaiser Permanente Urine micro processing.

Technician walks 4.3 miles per 8 hour shift which at an average walking pace of 3 MPH = 1.433 hours of walking per shift or 20% of available work time.

Goal to reduce wait time to less than 20 minutes for patients

Reduction in walking of staff was only a portion of the activities.

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Simple Tool, Powerful Results

Tool Box

Pick-Up Area

Parts StowageGrinder

LappingPaper

StorageShelf

Asbestos Can

Fan

Scrap Metal

A

Work Table

Drop-OffArea

Work Table

HA

ZM

AT

Oily Rags RagsTool Box

Deep SinkA

FanHL PJ

Fan

Ga

ug

e L

ocke

r

Taps and Dies

Ca

rt

J-Davit Crane

Hydro Stand Work Table

Parts TotesPortableHydroStand

Label Maker

Ga

ug

e L

ocke

r

FME Locker

Lapping Tools

Sandblaster

A

Vacuum Pump Nitrogen Stand

Nitrogen Bottle

Job L

ocker

Front

Help Desk

Tool Box

Work Table

Tra

inin

g L

ocke

r

1 2

3

4

8

9

10

11

12

Tool Box

Pick-Up Area

Parts StowageGrinder

LappingPaper

StorageShelf

Asbestos Can

Fan

Scrap Metal

A

Work Table

Drop-OffArea

Work Table

HA

ZM

AT

Oily Rags RagsTool Box

Deep SinkA

FanHL

PJ

Fan

Ga

ug

e L

ocke

r

Taps and Dies

Ca

rt

J-Davit Crane

Hydro Stand Work Table

Parts TotesPortableHydroStand

Label Maker

Ga

ug

e L

ocke

r

FME Locker

Lapping Tools

Sandblaster

A

Vacuum Pump Nitrogen Stand

Nitrogen Bottle

Job L

ocke

r

Front

Help Desk

Tool Box

Work Table

Tra

inin

g L

ocke

r

1

2

3

4

5

6

7

8

9 11

12

13 (OUt of Shop)

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15

16

17

18 20

21

22

23

24

25

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Baseline Results Savings Reduction

Production Footprint 2,981 sq. ft. 61 sq. ft. 2,920 sq. ft. 97%

Personnel Support 4 ea 1 ea 3 ea 75%

Personnel Movement Distance 90.67 miles/year 19.98 miles/year 70.69 miles/year 78%

Cost Savings $295,403/year $62,553/year $232,850/year 79%

Cost Avoidance $530,342 $0 $530,342 100%

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Value Stream Mapping (VSM)

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Order Mgmt Supervisor

CUSTOMER

DISTOrder MgmtOrder MgmtOrder Mgmt Order Mgmt

Screen for Acct Mgr

Order Mgmt

P/T = 2 min

Error Rate=2%Volume=800

P/T = 6 Min

Error Rate=0%Volume=800

P/T = 6 MinError Rate=2%Volume=800

P/T = 2 Min

Error Rate=1%Volume=800

20 Orders

3 min

Phone Call

LargeBusiness

Home

6 Customers

5 Customers

3 Customers

SmallBusiness

CustomerInfo

4

ProductNeed4

Pricing4

ShippingInfo4

P/T = 3 min

Lost calls=10%Volume=1200

PickPack & Ship

P/T = 120 Min

Error Rate=1%Volume=1200

10

2 min

6 min

6 min

2 min 120 min

240 min

5 min

Customer call time = 24 min

Service lead time = 384 min

SUPPLIERS

2-5 days

Manual Update

Weekly Update

Phone Call

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Technique

Initially, it is much more important that you use the process mapping tool to help you depict the process you are investigation, regardless of map symbol.

Later as your skills increase and there is a particularly good reason to make a particular type of map and/or symbols, stick to keeping things simple.

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Mapping Helpful Hints• Always create Process Maps and with a team.

– Rarely does one person have all process knowledge.

• Interrogate the process by watching in many different conditions. – You must watch the process as it happens to see the detail you need.

• Don’t let space be an issue. Consider using post-its, as the process steps and post on a wall to get your initial ideas across.

• If your map does not have enough space to list all the information, use numbered reference sheets as attachments.

• Maintain your Process Maps with dates and update them as necessary. Use them as a reference. – Always maintain a baseline and version control.

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The Future State

• When to complete the ‘Future State’ map?– Often done in Improve Phase for a DMAIC project

– Done much sooner in a Kaizen event (more on this later)

• Map the Future State to Prioritise Improvement Opportunities:– Include cycle time calculations.

– Have a goal of continuous flow.

– Establish queue programs (utilising Kanbans, Triage or WIP CAP ) where continuous flow is not possible.

– Find opportunities to shorten/reduce defects, downtime, setup time, value-add time.

– Don’t try to change service designs, technology, or facility locations on 1st iterations of your future state design.

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Questions About Future State

• What is the Takt Rate or cycle time?• Will I have a queue system or ship direct?• Where can I utilise continuous flow?• Where will I need replenishment pull systems?• At what single point will I schedule services?• How will I level the service mix at the

Bottleneck/Constraint?• What will be my project priority?

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Use of Future State Map

• Prioritise Opportunities• “See” and Manage the Overall Material Flow• Communication of “the Future”• Create a Plan with Timeframes.

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As Is, Future State, After

• In general you will have at the very minimum 3 process maps, but practicality and experience suggests that you will generate many more than that through the life of the project.

• The “As is” process map simply reflects the current state of the process, a snap shot always taken before any improvements have been started.

• Future State process map is one that you and your team generate to show what the process should look like if the documentation for how the process should be done actually happened.

• The After or “To Be” process map captures the process steps after improvement, ie. The new process.

• Once you have these maps you can compare or do a gap analysis to see where it is, to where it should be or will be. Remember, the goal is zero tolerance for waste as waste has a direct measurable cost to the business.

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Creating Process Flows

Objective:– Create a process flow for Sigma Station.

Instructions:– Review the instructions and helpful hints from the previous

pages.

– ONLY using sticky notes:

• List each persons step in the process and label the white

paper from left to right

• Get copies of the ad request and the tools or templates you

use in Sigma Station

• List the steps on a sticky and fill in what you do to the

request as it goes through the process.

• Tape the tools templates and ad requests for each step

Time: 60 Minutes

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Review and Transition

• In Process Mapping we learned:– How to define and map a process– Use symbols and determine the proper depth to evaluate– Know the different types of process maps– How to create a process map

• In Process Analysis, we will learn:– Define Value-Added– Describe the 7 types of waste & do a Value Analysis– Understand the fundamentals between Process Cycle Time, Work-In-Process

(WIP), and Throughput (Exit Rate)– Understand the concept of Process Cycle Efficiency and how it relates to Cycle

Time– Demonstrate the value of cycle time through exercises Understand and

calculate Process Cycle Time and Efficiency– Understand the difference between time traps and constraints and their effect

on capacity Process Analysis we will learn: