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Creating Process Maps & Flow Diagrams
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Process Flow Diagram " Draw a flowchart for whatever you do. Until you do, you do not know what you are doing, you just have a job.” -- Dr. W. Edwards Deming.
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Process Flow Diagram
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Process Flow Diagram Benefits
Clarify the process sequence. Show interrelationship of various steps in process. Identify deviations between actual process and intended process. Isolate where in process problems most likely to occur and not occur. Input Process Decision No Yes Output
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Process Flow Diagram Steps
Start with the input that initiates the Process. Ask the question, “What happens next?” Record each step in boxes flowing from left to right, or top to bottom. Put in arrows to show direction or flow of process. When the flow can go in two directions, draw a diamond around a yes/no question and put in two arrows to show the two directions.
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Process Flow Diagram Rules
Document the current way things are actually done, not the ideal, to identify problems Keep record of problems / suggestions for change. Ensure each branch of FLOW DIAGRAM is complete. Always sign and date FLOW DIAGRAM for future ref.
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Process Flow Work Content Symbols
Operations Value Added Inspection Non Value Added or necessary Non Value Added Transportation Delay Storage 7
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Necessary Non Value Added (Enabling Waste)
Content of Work Recap Value Added The part of the job the customer values Necessary Non Value Added (Enabling Waste) Work that does not add value but is necessary under the current operating conditions Non Value Added (Obvious Waste) Work that does not add value and is not necessary 8
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What is Value Added Work?
An activity that changes the size, shape, An activity that changes the size, shape, What is Value Added Work? The customer values it Modifies the product or service Done at the right time Typing a needed memo Useful meetings Issuing an instruction Looking after guests Preparing standards Preventing errors Answering valuable s Providing valued information Correctly filing information Solving problems ... This type of activity directly results in the accrual of ‘value’ in the eyes of the end customer. VA activity is that considered essential with regard to the perceived quality of final offering and regulatory compliance. Activity that changes the size, shape, form or function of material or info as to satisfy customers’ demands and requirements It is that activity which it is unthinkable NOT to conduct in any future state model or scenario. Maximise these activities 9 9
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Minimise these activities
What is Enabling Waste? Work that does not add value but is necessary under the current operating conditions Printing documents Picking up prints Booking meetings Taking meeting minutes Filing Organising diaries Routing s Shredding Copying Storing information Answering telephone Organising people ... Any activity which again creates no value but is unavoidable given the current operating constraints of technology, production assets and operating procedures of the system under examination. This is ‘Type One Muda’ (Womack & Jones, 1996:20). For example, the physical movement of documents between departments. This activity will ideally be eliminated in the long-run but it is envisaged that this will require capital investment and/or reengineering activity. Minimise these activities 10
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Eliminate these activities
What is Obvious Waste? Work that does not add value (adds cost) and is not necessary Searching Sorting Too many copies Retyping Unnecessary data Too many levels of approval Waiting for information Mistakes Unnecessary walking Too many interruptions Underutilised talents Work waiting to be done Working too long ... Any activity which clearly creates no value (and adds cost), which can be removed immediately (short run) with minimum or no capital investment and with no detrimental impact on end value. It is also characterised as possessing minimum knock-on effect if removed. This is classified as ‘Type Two Muda’ by Womack & Jones (1996:20). It is pure waste and should be targeted for immediate elimination Eliminate these activities
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The Customer Defines Value Added
A visit to the Doctors A visit to the fun fair Where is the added value? Making the appointment Registration Waiting Diagnosis Treatment Where is the added value? Travelling to the fun fair Buying your tickets Waiting in line Getting strapped in Riding the rides Note. The first three in each case are pure waste. Diagnosis and getting strapped in are examples of Business or enabling waste. Copyright © SigmaPro Ltd. All rights reserved. Ideal Boilers
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Process Flow Diagram Examples
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Acme Pizza Example (Flowchart)
Window Take Customer Money? (start) Order Get Pizza Lockup Put More in Oven Pies Available? Time to close? Take to Customer yes NVA no no Acme’s flowchart yes no yes
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Deployment Flowchart (Example)
People or groups listed across the top Invoicing Process Sales Billing Shipping Customer Elapsed Time Steps listed in 1 Delivers goods Time flows column of person or down the group doing step or page 2 Notifies sales of completed delivery 8 Receives delivery in charge 5 days 9 Records receipt and claims against this delivery 3 Sends invoice to customer 10 days 4 Notifies billing of invoice 10 Receives invoice 11 Checks invoice against receipt 5 Files invoice 12 Pays bill Deployment flowcharts show the detailed steps in a process and which people or groups are involved in each step. They are particularly useful in processes that involve the flow of information between people or functions, as they help highlight handoff areas. 6 Receives and records payment Horizontal lines clearly identify 7 Reviews weekly report of overdue accounts handoffs
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Creating an Opportunity Flowchart
Value - Added Steps Nonvalue - Added Steps Ø Divide page into two sections Loop Yes • Value - added section smaller Yes than cost - added - Loop only section No No Ø Time flows down the page Ø Only join two Value - Loop Yes Added steps with an arrow if there are no No Nonvalue - Added steps in between
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Using a Process Sequence Chart
Lean Pathology = Working – (Walking + Waiting)
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Process Sequence Chart Steps
Record each step involved in making of a product or delivery of service to a customer (where, when, who) Log distance, duration and number of people involved in each activity step – start with biggest numbers! Classified / quantified as either an Operation, Transportation, Inspection or Storage activity (‘OTIS’). Helps identify / quantify wasteful actions and documents process completely Helps reveal sources of quality / productivity issues Decision making (thinking time) was consequently incorporated within the Operation classification on the basis that a decision can add value. Delay was incorporated within the Storage classification.
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Don’t get your units mixed up; never mix m/km, secs/mins etc
Process Sequence Chart – Rules of Thumb “Snapshot of activity” - workload / inventory figures will vary – record actual figures observed Most parts produced in batches – record average length of time to make one of parts Record length of delay that median (middle) part will spend in batch before being moved on Observe inspection and rework points – why necessary – can these be performed earlier – what happens to any rejected work? Don’t get your units mixed up; never mix m/km, secs/mins etc
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Rules of Codification Only an operation can be value added (VA)
Not all operations will be value added (VA) Transportation, Inspection and Storage activities can be either Non Value Adding (NVA) or Necessary but Non Value Adding (NNVA) Subjective based upon time scale, resource and future state model envisaged by the classifier
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Want some practice? Make a flowchart / Process Sequence Chart for:
Taking a shower Cooking dinner Driving a car Having a party Filling a car with petrol Embedding, trimming? Creating a Flowchart Any other processes you can think of?
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