1. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping Chapter 10

2. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping Time waste differs from material waste in that there can be no salvage. –Henry Ford

3. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping A process takes inputs and performs value-added activities on those inputs to create an output.

4. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping A process map is a graphical representation of all of the steps involved in an entire process or particular segment of a process.

5. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping –Value streams are the actions required to create a product or service from raw material until it reaches the customer. A value stream may include both value and non-value added activities. –Value stream process maps seek to capture the activities taking place while people do the work they do. –Value stream process maps will show where improvements can be made to eliminate non-value added activities.

6. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping To effectively improve processes it is critical to: 1. Determine the objective of the process as it relates to the customer. 2. Determine the boundaries of the processes as the customer sees them. 3. Involve representatives from each major activity associated with the process in the improvement effort. Identify where conflicts exist between the boundaries of the processes as they are related to existing functional departments. 4. Identify the process owner. 5. Create a process map by identifying all of the activities in the process.

7. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping To effectively improve processes it is critical to: 6. Separate the non–value-added activities from the value-added activities. 7. Eliminate the non–value-added activities. 8. Identify, analyze, and eliminate variation in the process. 9. Determine whether the remaining value-added activities are truly the “best practice.” 10. Redesign the process using the knowledge gained in the first nine steps.

8. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Value Added Process Mapping Process Map Symbols Activity ? Inspection Delay Storage Transportation

9. Lean Six Sigma: Process Improvement Tools and Techniques Donna C. Summers © 2011 Pearson Higher Education, Upper Saddle River, NJ 07458. All Rights Reserved. Decide to get a job Decide what type of job to get Create resume Research companies Decide where to apply Send out resumes and cover letters Wait For Responses Phone interview? Schedule interview Practice interviewing Go to interview Send “Thank You” note Wait For Responses Schedule phone interview Practice interviewing Have phone interview Send “Thank You” note Real interview? Made an offer? More Interviews scheduled? Follow-up interview? Accept position? Wait allotted time for other offers Make counter offer Did they Accept? Continue to negotiate? Contact other Companies And inform Them you are No longer available Start new job! Yes No Yes No Maybe