Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity Continuous Improvement - Introduction to Brown Paper

Key Learning Points Encourage Participation Provide Tools to Identify Issues Understand Process Flow Continuous Improvement - Introduction to Brown Paper

Definition, Purpose and Structure Brown Paper is a term used to describe a portrayal of the operation by written description of process steps and the actual documentation accompanying each process step. The method of display is to tape the written descriptions and the document copies sequentially left to right horizontally on a roll of (usually) brown shipping (or craft, or butcher) paper. Issues identified during the analysis are displayed on red paper ("the reds"), explanations detailing the process are printed on blue paper. Continuous Improvement - Introduction to Brown Paper

Definition, Purpose and Structure Brown Papers document the processes with "real-life" documents; this adds credibility to the analysis. Assembling the Brown Paper involves all stakeholders in the process, the Brown Paper development process supports building a working relationship. A Brown Paper presentation allows the audience to follow the process presented, verify the issues on the documents displayed on the paper, and participate. A Brown Paper presentation stands out of the abundance of PowerPoint™ presentations. Continuous Improvement - Introduction to Brown Paper

Definition, Structure and Purpose There are 2 types of brown papers. A floor brown paper is primarily a vehicle for mounting and displaying floor studies for ease in presentation. A system brown paper is an attempt to completely display how the operation being analyzed works. The system brown paper should be done in as much detail as time permits; including activity descriptions, material movement, paperwork, computer screens, inputs, outputs, etc.; all the things that occur in a flow. The system brown paper is used to identify opportunities for improvement to be addressed during the “Project” or implementation phase. Continuous Improvement - Introduction to Brown Paper

Definition, Purpose and Structure When assembling a system brown paper, the goal is to have a flow of information that is almost “self-presenting”, meaning that other people should be able to read it unaided and “get it”. There are several advantages to constructing the brown paper in sufficient detail as to be “self-presenting”: Consistency in presentation Internal information transfer Validation from the process owner Continuous Improvement - Introduction to Brown Paper

Gathering of Information Flow Information When an Assessment is started, and areas for process mapping are assigned to the team. One of the initial activities should be to obtain an organizational chart for the assigned area, and get the vacation and/or “out of town” schedule for the key stakeholders in the area. This can be used to develop a schedule for gathering brown paper information, as well as preliminary and final presentations. Continuous Improvement - Introduction to Brown Paper

Gathering Information Meet with the area's Manager and obtain the basic (general) flow. Record the basic flow on large sticky post-it notes. Lay these out left to right sequentially on some brown paper. This is the first draft of the brown paper. Review this first draft with the Area Manager for accuracy. Ask the Manager to direct you to the key stakeholders reporting to him. Walk through the process with each key stakeholder. Take note of any disconnects between what the Manager thinks is happening and what actually happens. Continuous Improvement - Introduction to Brown Paper

Gathering Information Tracking the Specific Example To make the brown paper easier to understand, it is always better to track the same example all the way through. Problems or Issues After the detailed draft of the flow information is completed, you will be ready to begin identifying problems and issues, also referred to as “opportunities for improvement”. Area Checklists In addition to developing the Brown Paper flows these checklists outline some questions to be asked in the areas to ensure completeness. Just in case the interviewees don't point it out while you gather the flow and detailed information Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Flow: Arrange the process in a linear flow; this means that documents flow from left to right and there is only one process step posted per horizontal section of the paper. Avoid backtracking and branching of the process display as much as possible. Link process steps with arrows if appropriate. If a process branches off, mark this with a blue note and display the initially omitted branch in a later section of the Brown Paper. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Headers: Headers are printed on light to medium blue paper. A header should include a description of the process step or document displayed, its frequency, and the people involved. Standardize the header's font-size and layout throughout the brown paper. Make sure to use the same blue paper for all Brown Papers developed at a project. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Explanation: Explanation on the process steps are printed on the same blue paper as the headings, the "blues". Include enough detail so that a presenter who has not worked in the area can obtain enough information to explain the process and explain how the issues impact performance. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Issues: Issues are printed in bright red paper, the "reds". Be concise and to the point when writing the issue. Post all studies, observations and examples that support the issue in the vicinity of the red for factual support. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Graphs: Use graphs to illustrate and summarize findings from the studies conducted or data analyzed. Use green to indicate value-added activities, time, or process steps, red for non-value added parts, and yellow for non-value added essential if applicable. In a vertical bar chart green would be at the bottom and red at the top, in a horizontal chart green would be to the left and red to the right. If you use yellow, it would be sandwiched between green and red. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Introductory Part and End The first three to five feet of the Brown Paper introduce the process map and area to the audience. They also help the presenter to lead into the presentation. The following standardized structure and content facilitate this as well as the identification of the brown paper : Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper 1.  Title of the process being mapped 2.  Company Logo 3.  Name of location 4.  Executive Summary Process: briefly summarize the process in a few sentences, what it does, who it serves, why it is important to the business, etc. on blue. Area Information: Summarize key information for the area: Number of People, Hours of Operations, Breaks/Lunch, Absenteeism Rates, Gross/Net Work Hours, etc. Performance: Display the area's key performance metrics: People, Volume, Hours, Costs, Ratios, etc.; show trends. Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper 5.  Introduction to Brown Paper – Who, What, When, Where a.   Picture of the product – if available b.  Organizational Chart - this is a must. Who are the players in the process? Who do they interact with? Who do they report to? How do they fit into the bigger picture? Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Introductory Section to Brown Paper with Title, Organizational Chart, Summary of Area Data and Process Flow Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Layout and Assembly of the Brown Paper When laying out the process flow, information, and issues, use (unless there is a good reason to vary) 8 ½” X 11”/ A4 sheet colored paper. The blue sheets (describing the process steps) should be laid out in sequential order, starting with the earliest event on farthest left side, and be located roughly 4” from the top. Continuous Improvement - Introduction to Brown Paper

Brown Paper with Headers, Documents, Flow and Issues Constructing the Brown Paper Brown Paper with Headers, Documents, Flow and Issues Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Studies with summarized data posted on Brown Paper Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Summary of the Brown Paper At the end of the brown paper, summarize the issues on red, develop common "themes" between the issues to build a story. Summarize the key studies in graphs and quantify the issue's impact. Continuous Improvement - Introduction to Brown Paper

Summary of Issues at End of Brown Paper Constructing the Brown Paper Summary of Issues at End of Brown Paper Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Do’s and Don’ts of Brown Papers Use One Part Number/order Number/etc Avoid Backwards Arrows As Much As Possible Be Neat Get The Reds Continuous Improvement - Introduction to Brown Paper

Constructing the Brown Paper Brown Paper Review with Stakeholders (Validation) This preview ensures that our information sources know what we are going to present to their management. Presenting the Brown Paper Presentation of the Brown Papers is typically the conclusion of the Assessment and, at the same time, the sales presentation for the implementation. It is very important that we appear professional and convincing about the issues and their impact. Continuous Improvement - Introduction to Brown Paper

Six Sigma Foundations Continuous Improvement Training Brown Paper Six Sigma Foundations Continuous Improvement Training Continuous Improvement - Introduction to Brown Paper