Process Mapping for Modernization Being systematic in our creation of the Coast Guard’s future.

From Mark Graham Brown’s The Pocket Guide to the Baldrige Award Criteria (14 th Edition)

Why Should You Care? High performing organizations must succeed with all areas of the Criteria. We are building a new organization; taking the Criteria into account will help us build a high performing organization. Excellence does not happen on its own; it must be planned and created.

Systems Theory The whole is greater than the sum of its parts and is seen as a set of interrelating, interacting hierarchy of sub-systems some of which may be self-organizing. Systems Theory sees our world in terms of 'systems', where each system is a 'whole' that is more than the sum of its parts, but also itself a 'part' of larger systems. The concept that all people, places, things and forces in the universe are integrated into a hierarchy of mutually influential matter and energy.

Systems Theory for the Rest of Us Muck about in one place, and you’ll impact something somewhere else, something you likely hadn’t considered. It’s all one big whole. The caution: When working on your piece of the pie, attempt to see the relationships and impacts elsewhere.

Supplier Inputs Process Outputs Customer

Benefits of Process Mapping Puts a spotlight on waste Streamlines work processes Defines and standardizes the steps and sequence Promotes deep understanding Builds consensus Key tool for workcell design

Why Map Processes? The purpose of process mapping is to use diagramming to understand the process we currently use and ask what is expected of us; what should we be doing to provide better customer focus and satisfaction. It will identify what best practices we need to incorporate and find appropriate benchmarks for measuring how we can arrive at better ways of communicating our services. As Dr. George Washington Carver put it – "It is simply service that measures success."

SuppliersInputsProcessCustomersRequirements r r r r r r r r r r r r r r r r r r r r r r r r Step 1: Outputs Step 2:Step 3:Step 4: r See Belowr r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r r Step 5: r r r r r r r r r r r r r r r r r r r r r r r r SIPOC Diagram From

7 Step to Process Mapping Determine the Boundaries List the Steps Sequence the Steps Draw Appropriate Symbols System Model Check for Completeness Finalize the Flowchart

Two Keys to SIPOC and Process Mapping With SIPOC, start with customers & outputs. The outputs are the products and services the organization creates. Be customer-focused and product-centered. When mapping processes, keep to a single product or class of products. The more specific and narrow, the better. Remember that processes are verbs and outputs (products/services) are nouns.

Step 1: Determine the Boundaries Bracket the process. Think about the process of making coffee. I could start by growing coffee beans, or purchasing a can of ground beans, or reaching into the kitchen cabinet. After proceeding, you might find your boundaries are too large or too small; that’s okay, just readjust.

Step 2: List the Steps Use sticky notes for brainstorming. Have everyone put stuff up without editing or commenting. You’ll find that steps are at different granularities; later you’ll have to organize hierarchically. For instance, “plant seed” might be one, but within that would be “prepare the soil,” “punch a hole in the dirt,” “place seed,” etc.

Step 3: Sequence the Steps The steps are on sticky notes: Move them around. Engage in discussion with other group members.

Step 4: Draw Appropriate Symbols Keep it simple to start. Use just the bare number of different symbols. See next slide for basic shapes of ovals, squares, diamonds, and arrows. Additional standard symbols defined in the Coast Guard Performance Improvement Guide (PIG), on page 132 (5 th edition).

These are the only shapes we’ll be needing to use for process mapping.

Step 5: System Model Step back and consider impacts from and to other parts of the system. Reach back to the SIPOC model and ensure appropriate inputs included. Re-evaluate the level of granularity for the process; is the current granularity appropriate for what you are trying to accomplish?

Step 6: Check for Completeness Run through the process as mapped and ensure it makes sense. Consider moving from the current process to the ideal process; as a part of this, remove excess steps and trim the process down (see next slide)

Issue raw material Inspect Rough saw material Transport to deburr Deburr Transp. to stretch press Stretch form Transport to heat treat Heat treat to AQ cond. Transport to freezer Stretch form complete Hold in freezer HydroformInsp on CF Transport to saw Saw net Transport to deburr Deburr Transport to age Age Transport to insp. hardness check Transp to m/c shop Machine Transp to deburr Deburr Transport to insp. Insp Transp to finish Chemical clean Chemical film Primer application Part marking InspTransp to store Back to area resp. ok not ok ok not ok ok not ok ok not ok ok not ok Eliminate Steps No Longer Needed

Step 7: Finalize the Flowchart Recheck for redundancy; add missing steps. Ensure group consensus. Take a digital picture (largest image size possible) of process map. Record. While a high-powered program is coming, for the time being, use Visio or some other available software program.

Your Working Group’s Ultimate Task Define all key products/services produced by the staff element. Identify key customers and requirements for each product. Create process maps which reflect the desired future state and ensuring each process step adds value.

Additional Resources BOLO List for Analyzing Process Mapping How to Map a Process Is SIPOC Enough? Baldrige National Quality Program Coast Guard Performance Excellence Blog Coast Guard Process Excellence Guide (DRAFT)