Chapter 3.3. Process mapping in office and knowledge work

Chapter 3.3. Process mapping in office and knowledge work
Tablet course (TC4) „Innovative Learning Approaches for Implementation of Lean Thinking to Enhance Office and Knowledge Work Productivity” ILA-LEAN Project No PL01-KA

ILA-LEAN Project No 2016-1-PL01-KA203-026293 - 2016-2018
Project Title Innovative Learning Approaches for Implementation of Lean Thinking to Enhance Office and Knowledge Work Productivity Project Number: PL01-KA Disclaimer: This project has been co-funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein. ILA-LEAN Project No PL01-KA

Goals of chapter 3.3 The main goal of this chapter is to provide to the learner the necessary information to perform process mapping in indirect areas using the proposed tool as well as the framework to align it with the lean philosophy. In fact John Krafcik was the first author publishing a scientific article with the “lean” to adjetivate the Production appoach developed by Toyota. 3 ILA-LEAN Project No PL01-KA

Content Lean fundamentals, principles and concepts Lean Office Challenges in lean implementations Process Mapping in Production Process Mapping in offices Proposed tool for Process Mapping in Offices Competences obtained In fact John Krafcik was the first author publishing a scientific article with the “lean” to adjetivate the Production appoach developed by Toyota. 4 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts In fact John Krafcik was the first author publishing a scientific article with the “lean” to adjetivate the Production appoach developed by Toyota. 5 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts But this best seller book, published in the first time in 1990, that was the big responsable to disseminate the word “lean” in the whole world. 6 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts Later in 1996 the book “Lean Thinking” proposed a thinking strutures based on 5 principles that should be followed in lean organizations. 7 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts Are they applicable to both environments? Lean principles and tools became applieable in many types of industries but the question that my be put is: Are lean principles really appliable in office and knowledge work invironments? 8 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts Lets look carefull at each lean principle: (1) the definition of value in many office and knowledge work may be quite difficult but it is possible; (2) Mapping the value stream is possible and we will presente a methodology to do it; (3) Creating Flow is possible although verydifficult in some knowledge work invoronments; (4) Very hard to establish pull flow in knowledge work; and (5) Continuous improvement is a quite understandable principle in any environment. 9 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts: Basic Concepts of TPS Apart form the lean principles, the first scientific publication on TPS was this one from 1977. 10 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts: Basic Concepts of TPS In this publication the authors state that one of the two basic concepts of TPS is “Treat the workders as human beings and with consideration”. This is a key issue in lean implementaions in any environment and very few really understand it. 11 ILA-LEAN Project No PL01-KA

Lean fundamentals, principles and concepts: Inverted Pyramid This book may bring some insights into this subject. 12 ILA-LEAN Project No PL01-KA

Lean Office Lets whatch a movie showing an office with some lean principles and tools implemented. (Kaizen Institute, 2014) 13 ILA-LEAN Project No PL01-KA

Lean Office: Types of waste
Too much information Information Transfer Information or materials waiting People moving People waiting Complicated processes Mistakes This is a proposal for waste classification in office work. These waste types are similar to the tradicional waste types defined by TPS for manufacturing envinorments. 14 ILA-LEAN Project No PL01-KA

Challenges in lean implementations The process of making it reality Changing the way people think and act Lean Concepts Tools and Techniques Scientific Iteration Lean concepts and tools as well as scientific iterations such as PDCA cycles are relativly easy to grasp but making it reality in companies is a big challange. Changing the way people think and act is quite a challange in most companies. 15 ILA-LEAN Project No PL01-KA

Challenges in lean implementations: Applying lean traditionally Go to Gemba And identify wastes and improvement opportunities Implement improvements Traditionally lean is applied by identifying in Gemba the problems and opportunities. But this may be very ineffective. 16 ILA-LEAN Project No PL01-KA

Challenges in lean implementations: possible illusion We tend to be easily tricked by our ability to see things. 17 ILA-LEAN Project No PL01-KA

Challenges in lean implementations Very often people tend to find ways to avoid changes. 18 ILA-LEAN Project No PL01-KA

Challenges in lean implementations: Rational and Emotional conflict And even when are available to change there is a common conflict between what a person wants (rationally) and how a person really acts (emotional). 19 ILA-LEAN Project No PL01-KA

Process Mapping: Definition A consensual / universal definition for “Process Mapping" is not found in the literature, and this designation is often used without defining it (it is assumed to be an implicit knowledge). Examples of Process Mapping definitions: Process mapping is the act of representing the flow of a process. Process mapping is the breakdown of a process to determine how it flows and how effective and efficient it is. 20 ILA-LEAN Project No PL01-KA

Process Mapping: Definition Examples of definitions of “Process”: A process is a sequence or a network of transformation steps. The process to be mapped may be a collection of physical transformation (production), information processing or a mix of both. Some recommendations regarding process mapping: The process mapping should be performed by a team that includes the most important players in the process steps. The objective is to clarify the process and identify possible improvements The process mapping should be performed in a wall so everyone can be easily involved. 21 ILA-LEAN Project No PL01-KA

Process Mapping in Production: Value Stream The act of creating a map or the existing flow is a good way of systematically identify problems and opportunities. As we all know only a small part (5%) of the time that a product spends in a system is actually used to add value to that product. In services that ratio is even worse. 5% of the throughput time is used in adding value in the in world class industry 1% of the throughput time is used in adding value in world class services Value Stream Mapping is a processing mapping tool mainly focused in flow of materials but also includes flow of information. 22 ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Process Mapping in Production: VSM Process mapping using VSM (Value Stream Mapping) This is an example of the most used tool to map production processes: VSM Value Stream Mapping We are not going to describe this but we can see here a sequence of operations and inventory between these operations. From this tool we are going to borrow the timeline at the bottom of the map. The upper part of this line represents the lead-time and the lower part represents the added-value time. ILA-LEAN Project No PL01-KA

Process Mapping in Production: Methodology
Select a product family Draw a VSM for the current state Draw the VSM for a future state Define an implementation plan Implement The Value Stream Mapping applied to improve production performance takes the following steps: The most commonly used tool used in production areas for process mapping is the “Value Stream Mapping” inspired in the Toyota Production System practices and proposed by Rother and Shook (1999). 24 ILA-LEAN Project No PL01-KA

Process Mapping in Office: Characteristics Knowledge and office work processes are very often complex, flowing through many different departments and no one clearly knows exactly how they are performed in reality. As in production shop floor the process mapping is necessary to represent visually the whole process in a way that becomes easy to understand, allowing the identification of problems and improvement opportunities. Due to the complex nature of the processes in knowledge and office work the traditional Value Stream Mapping is not adequate. 25 ILA-LEAN Project No PL01-KA

Office and Knowledge Work
Process Mapping in Office: Introduction A set of operations necessary to achieve a given goal/end Making a representation Process Mapping in Office and Knowledge Work Office work: routine work (process) that does not require much effort in terms of reasoning (e.g. registration of students classifications). Knowledge work: work (process) that demands higher levels of intellectual effort (e.g. design of a course unit) Lets analyse this expression. A process is (see definition). Obviously, all operations must be executed to complete the process. Note that different operations might be executed by different intervenient. Mapping is (see definition). There are different ways of representation (e.g. textual, tabular and graphical). We believe that graphical repreentatio are better in terms of information transmission and interpretation. Office and Knowledge Work is (see definition): in fact these are not definitions but rather examples. We are not going to discuss this here. ILA-LEAN Project No PL01-KA

Process Mapping in Office: Motivation
General discussion / comments / suggestions Process Mapping in Office: Motivation Why do we need a tool to represent processes of office and knowledge work? To have the processes properly documented To allow all the intervenient to see the "whole picture" To be able to identify wastes and consequently propose improvement solutions Here we have the question already mentioned: why do we need a tool for process mapping in the area of knowledge and office work? - For process documentation (e.g. in terms of certification, the companies need to have their processes properly documented); also because the processes become formally stored (and not just in the head of a few people). Often many people in the company do not know what is really involved in a given process – they only know their part. - But, in our opinion, the most important aspect is the last one (identify wastes and propose improvements). ILA-LEAN Project No PL01-KA

Proposed tool for Process Mapping in Offices: Tool Characteristics
General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Tool Characteristics What kind of representation have we decided to use? Graphical representation Reduced set of symbols Some features borrowed from other tools The tool is intended to be: So, in terms characteristics we want for the new tool, we have: - Graphical representation (easy to understand and interpret) - Reduced set of symbols (intuitive, easy to learn and easy to use) Easy to learn Easy to use ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Process Mapping in Office: BPMN Process mapping using BPMN (Business Process Modelling Notation) This is an example of a process mapping in the area of office and knowledge work using BPMN. The problem of this tool is the large quantity of symbols/constructs that one should learn to be able to draw a process map. Obviously, the power of representation of BPMN is very high, but specific training is necessary to use it. In our opinion, one should spend time while mapping the process and not while learning the tool. From this tool we’ll borrow the lane concept (one for each intervenient in the process). ILA-LEAN Project No PL01-KA

Proposed tool for Process Mapping in Offices: Methodology Select a process to be improved Select people from all departments involved in the selected process Draw the process map current state Draw the process map future state Define the implementation plan Implement the actions defined in the plan The steps: 30 ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Symbology Operation symbol Decision symbol Waste/ad-value time symbol Flow symbol Only 4 constructs/symbols are applied in this tool. (describe each one) ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Symbology These are the lanes, each one representing an intervenient in the process to be mapped. Lanes ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Examples at companies We have already used this tool in companies… ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Examples at companies We have already used this tool in our department office… ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Examples in classroom We have already used this tool in our classes… ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Proposed tool for Process Mapping in Offices: Final remarks We have a training session (game) about Process Mapping for Office and Knowledge Work, using the proposed tool The main purpose is to teach trainees how to: map a process of office and knowledge work, analyze that map (e.g. for waste identification), and, develop possible improvement solutions. We developed a game, using the proposed tool, mainly to teach participants how to map processes of office and knowledge work. The game takes about 2 hours and may involve from 4 to 16 (or more) participants. ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Competences obtained After reading this chapter the trainees should be able to: Describe the challenges of lean implementations Describe the importance of process mapping in office and knowledge work. Compare the process mapping in production with the process mapping in office and knowledge work. Describe the proposed tool and enumerate its characteristics We developed a game, using the proposed tool, mainly to teach participants how to map processes of office and knowledge work. The game takes about 2 hours and may involve from 4 to 16 (or more) participants. ILA-LEAN Project No PL01-KA

General discussion / comments / suggestions Bibliography Hunter, J. (1998). The Servant: A Simple Story About the True Essence of Leadership, Crown Business, New York. Kaizen Institute (2014), Kaizen Office, Krafcik, J.F., The triumph of the lean production system. Sloan Management Review (Fall) 41–52. Rother, M; Shook, J (1999). Learning to See: value-stream mapping to create value and eliminate muda. Brookline, MA: Lean Enterprise Institute. ISBN Sugimori, Y., Kusunoki, K., Cho, F. and Uchikawa, S. (1977). Toyota production system and Kanban system: materialisation of just-in-time and respect-for-human system, International Journal of Production Research, 15(6), 553–564. Womack J, Jones D., Roos D. (1990), The machine that changed the world, Rawson Associates. Womack, J.P., Jones, D.T., Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press, New York. We developed a game, using the proposed tool, mainly to teach participants how to map processes of office and knowledge work. The game takes about 2 hours and may involve from 4 to 16 (or more) participants. ILA-LEAN Project No PL01-KA

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