1. Detailed Process Mapping
Measure
Kaizen Facilitation
We will continue with “Process Mapping”.

2. Objectives
Understand several types of detailed process mapping techniques available
Learn how to create a detailed map
Begin to analyze a process

3. Detailed Process Mapping
A detail process map is simply a pictorial representation of the sequence of actions that comprise a process
It differs from the High Level Process Map previously created, in that it details how the work gets done
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4. Different Levels High level process map Detailed process map
Focused on process sequence
Characterized by linear flow
Lacks sufficient detail for a new person to successfully complete task
Detailed process map
To understand details of how a process works
Characterized by decision points and complexity
Following the detailed map should lead to a completed task
Each has a place.

5. Why is Detailed Process Mapping Important?
It provides the team an opportunity to learn about the work that is being performed
Dr. Myron Tribus said:
“You don’t learn to Process Map,
You Process Map to learn.”
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Process Mapping, also called flowcharting, is a technique to visualize the tasks, activities and steps necessary to produce a product or a service. The preferred method for describing a process is to identify it with a generic name, show the workflow with a Process Map and describe its purpose with an operational description.
Remember that a process is a blending of inputs to produce some desired output.
The intent of each task, activity and step is to add value, as perceived by the customer, to the product or service we are producing. You cannot discover if this is the case until you have adequately mapped the process.

6. Process Mapping 1 2 3 There are usually three views of a process:
What you THINK it is.. 1
What it ACTUALLY is.. 2 3
What it SHOULD be..
There are usually three views of a process: The first view is “what you think the process is” in terms of its size, how work flows and how well the process works. In virtually all cases the extent and difficulty of performing the process is understated.
It is not until someone Flowcharts / Process Maps the process that the full extent and difficulty is known, and it virtually is always larger than what we thought, is more difficult and it cost more to operate than we realize. It is here that we discover the hidden operations also. This is the second view: “what the process actually is”.
Then there is the third view: “what it should be”. This is the result of process improvement activities. It is precisely what you will be doing to the key process you have selected. As a result of your project you will either have created the “what it should be” or will be well on your way to getting there. In order to find the “what it should be” process, you have to learn process mapping and literally “walk” the process via a team method to document how it works.
We will start by reviewing the standard Process Mapping symbols.

7. Detailed Process Maps Are Used To:
Document processes
Provide a reference to discuss how things get done
Describe and understand the work we do
Identify and eliminate waste
Analyze and improve on processes
Identify areas of complexity and re-work
Generate ideas for improvement
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8. Important Points on Mapping
Go to the place where the process is performed
Talk to people involved in the process and get the real facts
Observe and chart the actual process
Reality is invariably different from perception; Few processes work the way we think they do
The purpose of process mapping is to identify waste, not to develop the perfect process map
Process map what is, not what you would like it to be
Process Mapping is dynamic, use Post-it notes, dry erase markers, pencils, etc…
All Process Maps must have start and stop points
Process Maps are messy.

9. Preparing to Map Your Process:
Assemble the Team
Agree on which process you wish to map and the purpose of the process
Agree on beginning and ending points
Agree on level of detail to be displayed
Start by preparing a narrative outline of steps
Identify other people who should be involved in the process map creation, or asked for input, or perhaps to review drafts as they are prepared
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10. Common Symbols Used to Process Map
Start & End: An oval is used to show the materials, information or action (inputs) to start the process or to show the results at the end (output) of the process
Activity: A box or rectangle is used to show a task or activity performed in the process. Although multiple arrows may come into each box, usually only one arrow leaves each box
Decision: A diamond shows those points in the process where a yes/no question is being asked or a decision is required
Break: A circle or home-plate with either a letter or a number identifies a break in the process and is continued elsewhere on the same page or another page / map
There may be several interpretations of some of the Process Mapping symbols; however, just about everyone uses these primary symbols to document processes. As you become more practiced you will find additional symbols useful, i.e. reports, data storage etc.

11. Process Mapping
In order to correctly manage a process, you must be able to describe it in a way that can be easily understood
Show the workflow with a Process Map and describe its purpose with an operational description
The first activity is to adequately describe the process under investigation
Choose a charting technique most appropriate
There are many reasons for creating a Process Map:
- It helps all process members understand their part in the process and how their process fits into the bigger picture.
- It describes how activities are performed and how the work effort flows, it is a visual way of standing above the process and watching how work is done. In fact, process maps can be easily uploaded into model and simulation software where computers allow you to simulate the process and visually see how it works.
- It can be used as an aid in training new people.
- It will show you where you can take measurements that will help you to run the process better.
- It will help you understand where problems occur and what some of the causes may be.
- It leverages other analytical tools by providing a source of data and inputs into these tools.
- It identifies and leads you to many important characteristics you will need as you strive to make improvements.
Individual maps developed by Process Members form the basis of Process Excellence. The individual processes are linked together to see the total effort and flow for meeting business and customer needs. In order to improve or to correctly manage a process, you must be able to describe it in a way that can be easily understood, that is why the first activity is to adequately describe the process under investigation.
Process Mapping is the most important and powerful tool you will use to improve the effectiveness and efficiency of a process.

12. Simple Flow Chart Example
Web System
Web System
Customer
Inventory Check on website
Place Order
System Updates Inventory
Order ed to Fulfillment
Inventory Available?
System returns ‘Out Of Stock’ notice and suggests alternative No
Yes
A simple map showing decision point, steps or flow, and dept responsibility.
Customer charged
Web System
Accounting

13. Simple Flow Chart with Data Example
“Data is useful … high quality, well understood and auditable data is priceless.” - Ted Friedman

14. Linear Flow Map Example
As the name states, this diagram shows the process steps in a sequential flow, generally ordered from an upper left corner of the map towards the right side.
The linear flow map is the most traditional and is usually where most start the mapping effort.

15. Swim-lane Map Example
The value of the Swim Lane map is that is shows you who or which department is responsible for the steps in a process
A timeline can be added to show how long it takes each group to perform their work
Also each time work moves across a swim lane, there is a “Supplier – Customer” interaction, this is usually where bottlenecks and queues form, and – this may be a data collection point
The Swim lane Map adds another dimension of knowledge to the picture of the process: Now you can see which department area or person is responsible. You can use the various types of maps in any forms – depending on the project needs and the types of information you are concerned with.

16. Value of Detail Process Mapping
Provoke thought for improvement opportunities
Promote common understanding
Increase cross-functional learning
Train new employees
Use as a presentation
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17. Detail Map Example Different Functions identified by lanes
Make Process Visible
Different Functions identified by lanes
Steps identified on post-it notes
Actual Documents attached on Map

18. Detail Mapping Versus Flowcharts
Detail Maps
Capture formal, informal and emotional processes
Are self-explanatory working documents
Include “live” or operational documents
Capture important data
Quality levels
Volumes (Inputs, throughputs, outputs, backlog)
Labor hours
Elicit employee involvement and ownership
Highlight opportunities for improvement (color code)
Key difference is the level of detail and the ability to add documents and data directly on the map itself

19. ‘Kraft’ or Brown Paper* Map
Describes in detail the process as it works today
This is the “as-is” current state
Shows the “big picture” but, with the details
Is high touch, low tech (inexpensive to produce)
Captures the complexity and disconnects of key operational issues
Identifies outside areas involved in the process
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* It’s called Brown Paper because of the color of the paper that is typically used, you can use any color paper… flip chart paper is also commonly used

20. ‘Brown Paper’ Map Example
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”. Brown Papers document the processes with "real-life" documents; this adds credibility to the analysis.
Assembling the Brown Papers' 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.

21. Steps for Creating a Detail Process Map
Use the post-it as simple flow chart symbols
Hang as rectangle for a Process Step and turn 45 degrees to act as a Process Decision point
Don’t forgot to draw lines showing the flow
Decision points should always have at least 2 lines coming from it
Process Step (Verb)
Process
Decision?
(Question)

22. Step Needing Follow-up
Steps (continued)
Use different color post-its to represent different aspects such as, value added and non-value added
If you don’t have different colors, use a colored marker and draw a box around the post-it
Color coding examples:
Non-Value Added Step
Step Needing Follow-up
I.T. System

23. Detail Map Example “As-Is” Map w/ Post-It notes
Note: Decision points, red dots, different color post-it notes used to designate separate functions / hand-offs or other process related information

24. Things to Look For Long Cycle times Bottlenecks Rework loops
Duplicate work
Checkers checking the checkers
Excess Handshakes (between functions)
Broken interfaces
Unclear roles and responsibilities

25. Guidelines Format Guidelines Artistic Guidelines
Include a title of the process
Have a list of the Builders / Reviewers
Include a timeline across the bottom
Use the actual printed documents as part of the flow
Artistic Guidelines
Use small pieces of masking tape to attach items in first pass; they may need to move later
Use creative icons / color / humor where possible to tell the story
Quantify the Process Steps
Cycle Times
Volumes (inputs, throughputs, outputs, backlog)

26. Mapping Tips
No matter which technique you use:
Walk the process (backwards) with your team
Involve those closest to the process
Can be hand-written or done on Microsoft Office® tools: i.e. – excel or visio
Consider using post-it notes as the process steps and post the charts on the wall to get your ideas across to others
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27. Mapping Tips (continued)
If your map does not have enough space to list all the information, use numbered reference sheets
Maintain your process maps and data and update them as necessary, use them as reference
“timeline”
Rarely does one person have all process knowledge.

28. Review
Understand several types of detailed process mapping techniques available
Learn how to create a detailed map
Begin to analyze a process