Functional Process MappingFunctional Process Mapping

Six Sigma Foundations Continuous Improvement TrainingSix Sigma Foundations Continuous Improvement Training

Six Sigma Simplicity

Key Learning PointsKey Learning Points

s An approach to Process Mapping directed at reducing cycle times

s Use to identify problems when sub-steps have different process owners. Particularly when the process owners report to different functions within the organization. e.g. Sales and Front line teams

s Very effective with Transactional Projectss Uncovers the “hidden factory”

s An approach to Process Mapping directed at reducing cycle times

s Use to identify problems when sub-steps have different process owners. Particularly when the process owners report to different functions within the organization. e.g. Sales and Front line teams

s Very effective with Transactional Projectss Uncovers the “hidden factory”

Why draw the map functionallyWhy draw the map functionally

s Processes that demand complex decision making are broken down into sub processes to aid comprehension and control

s As you optimize sub-processes there is a trend to break down the work into specialized functions.

s Over time the specialized functions tend to focus on internal concerns rather than the needs of the overall process so there is a need to periodically re-align the sub-processes to follow the customers current needs.

s That realignment includes optimization within AND between sub-process which is what the functional process map explores

s Processes that demand complex decision making are broken down into sub processes to aid comprehension and control

s As you optimize sub-processes there is a trend to break down the work into specialized functions.

s Over time the specialized functions tend to focus on internal concerns rather than the needs of the overall process so there is a need to periodically re-align the sub-processes to follow the customers current needs.

s That realignment includes optimization within AND between sub-process which is what the functional process map explores

Functional Process MapFunctional Process Maps An approach to Process Mapping directed at

reducing cycle timess It identifies

s Bottleneckss Complexitys Non-Value Added (NVA) steps s Provides clarity and provides a visual picture of the

processs Clearly shows waste in the process (especially useful

in transactional projects)s Is sufficiently detailed in nature to identify critical

decision points in the process

s An approach to Process Mapping directed at reducing cycle times

s It identifies s Bottleneckss Complexitys Non-Value Added (NVA) steps s Provides clarity and provides a visual picture of the

processs Clearly shows waste in the process (especially useful

in transactional projects)s Is sufficiently detailed in nature to identify critical

decision points in the process

Functional Process Mapping (example)Functional Process Mapping (example)

CPS EmployeeCounts Money andLogs Amount into

Log-Book(RECEIVED)

CPS EmployeeDeposits Money

into Bank Accountand Receives a

Deposit Slip

Bank EmployeeCounts Money and

Deposits Moneyinto CPS Account

Bank Sends moneyElectronically toPredetermined

Accounts to Pay Debtfor CPS

Cashier/BoothOperator

Project Manager Bank

Daily Cash Collection Functional Flow Process Diagram(Lot and Lexis System only)

CPS EmployeeForwards DepositSlips to City Office

END OFPROCESS

END OFPROCESS

CPS Employee Money Counter

Project ManagerPicks up Money

from Safe atLocation

Project ManagerVerifies Amount

in Envelopes

Is AmountCorrect?

NO

Project ManagerTransports $ in Sealed

Envelope to CPS MoneyCount Location

PM ReviewsDiscrepancy with

Cashier

Does the Money go to Bank or CPS

Cashier

YES

CPS Cashier

Bank

Project ManagerTransports $ in Sealed

Envelope to BankLocation

Project ManagerInitials Drop-Log

(OUT)

Cashier ReceivesMoney fromCustomer

CashierLogs Drop

Amount withInitials intoDrop-LogBook(IN)

Is Amounton hand>Drop Limit

YES

NO

2.5 Days Average

How to draw a Functional Process MapHow to draw a Functional Process MapInvolve people if you want their buy in!1. High level process map first and compare the steps

against your Y… Functional process maps take time. Make sure you are focusing your efforts where they can do the most good.

2. Draw 2 axes – one * is time since the start of the process the other is the owner of that part of the process.

3. Plot the process steps against these two axes from the start of the process until the end.

4. If a sub process owner appears more than once in the process then do not use another column instead loop back to the column where the sub process owner first appeared

5. Show a connecting line to identify how the process flows from one step to another

Involve people if you want their buy in!1. High level process map first and compare the steps

against your Y… Functional process maps take time. Make sure you are focusing your efforts where they can do the most good.

2. Draw 2 axes – one * is time since the start of the process the other is the owner of that part of the process.

3. Plot the process steps against these two axes from the start of the process until the end.

4. If a sub process owner appears more than once in the process then do not use another column instead loop back to the column where the sub process owner first appeared

5. Show a connecting line to identify how the process flows from one step to another

SIPOC to Functional Process MapSIPOC to Functional Process MapSuppliers Inputs Processes Outputs Customers

CustomerCustomer

Specification Request for Quote RFQ Suppliers

SalesmanSalesman Preference

Commercial Selection

BID/ QUOTE/ PMU/ CMU/ Order form

Engineering, Accounts

Contracts Engineer

Contracts Engineer

PreferenceTechnical Coupling

SelectionBOM, order clarifications

Purchasing, Customer

Purchasing BOM Purchase Order, Stock

Sub suppliers, goods receivable,

QA

Shipping Invoice, Order

details ShipInvoice, package EndUser, Customs

CustomerGoods received,

Invoice Pays CashAccounts

Receivable

Suppliers Inputs Processes Outputs Customers

CustomerCustomer

Specification Request for Quote RFQ Suppliers

SalesmanSalesman Preference

Commercial Selection

BID/ QUOTE/ PMU/ CMU/ Order form

Engineering, Accounts

Contracts Engineer

Contracts Engineer

PreferenceTechnical Coupling

SelectionBOM, order clarifications

Purchasing, Customer

Purchasing BOM Purchase Order, Stock

Sub suppliers, goods receivable,

QA

Shipping Invoice, Order

details ShipInvoice, package EndUser, Customs

CustomerGoods received,

Invoice Pays CashAccounts

Receivable

Customer SalesmanContracts Engineer Purchasing Shipping

START Request for Quote

3 DaysCommercial

Selection

10 daysTechnical Selection

15 days Purchase

25 days Ship

55 days Pays

Customer SalesmanContracts Engineer Purchasing Shipping

START Request for Quote

3 DaysCommercial

Selection

10 daysTechnical Selection

15 days Purchase

25 days Ship

55 days Pays

Eliminating WaitingEliminating Waiting

CPSEmployee

CountsMoney From

PreviousDay and LogsAmount intoLog-Book

(RECEIVED)

Bank EmployeeCounts Money and

Deposits Moneyinto CPS Account

Bank Sends moneyElectronically (ACH)to BOAOperating Account to for

CPS

Lot Attendant Project Manager First TN Bank

Daily Cash Collection Functional Flow Process Diagram(Memphis Location-TrinTech Account)

Brinks Arrives toTransport Money to

Bank Vault

END OFPROCESS

CPSEmployee

MoneyCounter

Project Manager Picks upMoney from Safe at Location

Project Manager VerifiesAmount in Envelopes

Is AmountCorrect?

NO

Project Manager Transports $ inSealed Envelope to CPS Money

Count Location

PM ReviewsDiscrepancy

with LotAttendant

YES

Project Manager InitialsDrop-Log (OUT)

Lot Attendant ReceivesMoney from Customer

Is Amounton hand>Drop Limit

YES

NO

Brinks Courier

Brinks EmployeeInitials Log Receiving

Amount from CPSEmployee into Log-Book (OUTGOING)

Brinks EmployeeTransports Money toFirst TN Bank Vault

Day 1

Day 2

Day 3

NEED SAME DAYCOUNT!!

NOTE: Grey Areas Denote “NON-VALUE ADDED” Steps in the

Process.

Lot Attendant Logs DropAmount with Initials into

Drop-Log Book(IN)

CPS CorporateEmployee Initiates

Transfer to Pay Debt

Day 4

NEED SAME DAYTRANSFER INTO

OPERATINGACCOUNT!!

POC: MaryHarris

VARIATION IS IN THE

PROCESS

Bank BOA Operating Account

Debt Collection/Payoff Functional Flow Process Diagram

END OFPROCESS

AmSouthConcentration

Account

Money is Transferred byBank Employee eachday to BOA Operating

Account to ensure a dailyZERO BALANCE for

CPC

CPC Employee

Day 1

Day 2

NOTE: Grey Areas Denote “NON-VALUE ADDED” Steps in the

Process.

POC: MaryHarris

Money is Received fromZBA’s at other BOA

locations

CPC Employeetransfers money

for Debt ReductionDaily at 3:30 each

day

Money isReceivedfrom ACHaccounts

CPC Employeemoves money

each day at 3:30to Corporate BOAOperating Account

CPC Location

City DepositsMoney into

Bank Account

Is the Account aZBA with BOA

YES

Money istransferred to

AmSouthConcentration

Account

NO

CPC Employeetransfers money

for Debt ReductionDaily at 3:30 each

day

END OFPROCESS

POC: MaryHarris

Best Practice (Good)

Variation in Process

(Bad)

Interpreting Functional Process MapsInterpreting Functional Process MapsTime axis1. Look for long time periods for a process step – Are these

bottlenecks?2. Does the overall process meet customer specification for

lead time?3. Does any sub-step appear to be overly complex?4. Is there a rationale for building in waiting?

Time axis1. Look for long time periods for a process step – Are these

bottlenecks?2. Does the overall process meet customer specification for

lead time?3. Does any sub-step appear to be overly complex?4. Is there a rationale for building in waiting?

Function Axis1. Are there many (more than 2-3) functions involved. Can

we combine these functions? 2. Where a loop occurs from one function to another and

back again – ask is this valued by the ultimate customer? Can these be eliminated?

Function Axis1. Are there many (more than 2-3) functions involved. Can

we combine these functions? 2. Where a loop occurs from one function to another and

back again – ask is this valued by the ultimate customer? Can these be eliminated?

Functional Process Map - Cost worldFunctional Process Map - Cost worldInventory

WIP = lead time x rate of production1

Over processing2

Scrap/Rework including inspection3

NVA process steps1. Valued by the customer2. Physically change product (multiple subsequent steps for the same process owner)3. Right first time – multiple branches for a process step

Operators required = sum of cycle times/takt time

Inventory WIP = lead time x rate of production1

Over processing2

Scrap/Rework including inspection3

NVA process steps1. Valued by the customer2. Physically change product (multiple subsequent steps for the same process owner)3. Right first time – multiple branches for a process step

Operators required = sum of cycle times/takt time

Functional Process Map - ThroughputFunctional Process Map - ThroughputBottleneck identification

Overproduction at bottleneck1

Throughput at bottleneck = hours worked/ (setup2 + process time)

MudaWaiting3 – is the process dependent

on other processes?Motion4

Transport5

Bottleneck identificationOverproduction at bottleneck1

Throughput at bottleneck = hours worked/ (setup2 + process time)

MudaWaiting3 – is the process dependent

on other processes?Motion4

Transport5

Functional Process Mapping BreakoutFunctional Process Mapping Breakout

s Divide into groups from 4-5 peoples Functionally process map at least

three steps from one of your projects within the group

s Be prepared to share your findings with the class

s You have 20 minutes

s Divide into groups from 4-5 peoples Functionally process map at least

three steps from one of your projects within the group

s Be prepared to share your findings with the class

s You have 20 minutes

Functional Process MappingFunctional Process Mapping

Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training