1. Course Overview

3. Customer Supplier InputsOutputs The Process Value

4. Customer Supplier InputsOutputs The Process Value Supplier Inputs The Process Outputs Customer Value Supplier Inputs The Process Outputs Customer Value

5.  Orient new employees  Evaluate or establish alternative ways of organizing to get work done  Quickly get up to speed on what groups, teams, or departments contribute to organization and visa versa  Identify improvement opportunities  Evaluate, establish, and strengthen performance measures

6. …what might the advantages be to visual representation of a process? …what might the disadvantages be?

7. Process Mapping Basics

8.  Self-generated  One-on-one interviews  Group interviews

9.  Use group interview methods with a skilled facilitator  Select the right people ◦ Process familiarity ◦ Interest in process improvement ◦ Availability  Establish effective ground rules  Use Post-it notes for idea generation, sequencing and rearranging

10.  Have a large enough room to allow people to move easily  Respect everyone’s contribution  Do not let a particular technology or software hinder group progress  Keep the energy flowing  Limit facilitation role when needed

11. …limitation to the ideal approach of process mapping in your organization.

12.  Unbalanced map (in terms of level of detail)  Gaps (missing or uncertain steps)  Map too “busy”  Takes too long, group gets bogged down  Unclear terminology or cannot remember what was said about a particular process step  Group is mixed in terms of organizational status (defer to decision maker)

13. Brainstorm specific actions a facilitator might take to address each of the process mapping pitfalls. Be as specific as possible.

14. …with the exception of Value Stream Future State Map Process Maps should reflect how the process actually exists, not how it is supposed to operate. Be cautious of “official” Process Maps and be aware of task expert discretion in executing the process.

15. Flow Charting

16. A graphic representation of the sequences of steps that make up a process. At a minimum the flow chart should be sufficiently detailed to indicate any process step that transforms product or service in any way. For lean purposes flow charts are a valuable tool in identifying waste in a process. Flow Chart

17. What is your level of personal experience creating and/or using flowcharts? How are flowcharts the same as value stream maps? How are they different?

18. Boundary (start/end) Operation: activity or task Movement or transportation Inspection

19. Delay Storage Decision Document

20. Database or electronic storage Connector Arrows: Indicates sequence and flow of process AA

21. As practice flowchart the process “going to work on Monday morning” Share flowchart with table partners and get feedback

22. Now, take a shot at flowcharting your work process Share flowchart with co-workers and get feedback End Start?????

23. ….what uses of flow charts do you see in your organization?

24.  Document standard work  Document changes to standard work  Document process improvements  Training aid  Process transfer  Work standard reference

25. Spaghetti Charts

27. What is it? A graphical representation of the movement of materials or people in a process What is it used for? To identify and eliminate wasted motion and/or transportation

28. 1. Get a layout or blueprint of the work area 2. Pick the subject to follow-materials or people 3. Record every movement of the target until it is finished 4. When diagram is finished, brainstorm ways to eliminate excessive travel or movement 5. Improve the process or job design to eliminate excess travel or movement Hint: Use color to add flavor to your spaghetti

30. Prior to next class:  Construct a spaghetti chart of “getting ready for work”  Construct a spaghetti chart of people or material movement of your work process

31. …observations and actions from your spaghetti map “getting ready for work”

32. …observations and possible kaizen events to address travel and/or movement waste

33. Relationship Map Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

35.  A picture of the input-output (customer- supplier) connections among parts of an organization, such as functions, departments, divisions, or sites.  Often used to provide a “high-level” view, similar to an aerial view of functions, inputs, and outputs.

36. 1. Identify the major outputs of your group or department. Process Output

37. 2. Identify your group or department’s immediate customers. Customer Process Output

38. 3. List the major inputs your group or department requires to produce each major output. Customer Process Supplier InputOutput

39. 4. Identify where the inputs come from (who supplies them). Customer Process Supplier InputOutput

40. 5. What are the major relationships (inputs/outputs) inside your group or department? Customer Process Supplier InputOutput

41. Customers Process Suppliers Input Output

42. Muffler Bay Brake Bay Shock Absorber Bay Customers Process Suppliers Input Output

43. Sales Muffler Bay Brake Bay Shock Absorber Bay Customers Process Suppliers Input Output

44. SalesPurchasing Muffler Bay Brake Bay Shock Absorber Bay Customers Process Suppliers Input Output

45. SalesPurchasing Muffler Bay Brake Bay Shock Absorber Bay Customers Process Suppliers Input Output

46.  Who are the customers for my part of the business?  What outputs do they receive from me?  Who are the suppliers to my part of the business?  What inputs do I receive from them?

47.  What major functions does my part of the business perform?  How do the functions in my part of the business “fit in” or contribute to the rest of the business?  What are the critical interfaces (connections) between my area and the rest of the organization?

48.  Determine whether and to what extent the requirements for each input and output are understood.  Determine how well each critical connection or interface is being managed.  Identify “disconnects”: ◦ Missing link between function and input or output.

49. SalesPurchasing Muffler Bay Brake Bay Shock Absorber Bay Customers Process Suppliers Input Output

50.  …a Relationship Map of your process Interpret…  …your Relationship Map Identify…  …specific actions to address “disconnects”

51. Cross-functional Process Map Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

52. Value Stream Map Flow Chart Spaghetti Chart Relationship Map Material and information flow Detailed process sequence Material and People Movement High-level view of process inputs and outputs Process MapWhat it Does

53. Value Stream Map Flow Chart Spaghetti Chart Relationship Map Cross-Functional Process Map Material and information flow Detailed process sequence Material and People Movement High-level view of process inputs and outputs Details transformation process- inputs to outputs Process MapWhat it Does

54. Cross-Functional Process Maps illustrate how work gets done in organizations-the paths that inputs follow as they get transformed into outputs that customers value. They show: 1. Inputs and outputs of each step 2. Sequence of steps 3. People, functions, or roles that perform each step

55. 3 3 3 3 2 22 2 2 1 1 1 1 1 1

56. 1. Use a box to show steps of a process. Shade the box if you have a separate map or flowchart for this step. Order Placed

57. 2. Draw a line with arrowhead to show input and/or output of each step. Label the inputs and outputs. Order Placed Order DataSales Order (Input)(Output)

58. 3. Keep general left-to-right sequence of converting inputs to outputs.

59. 4. Inputs and outputs should pass over and under one another, rather than intersect.

60. 5. Use the diamond symbol to indicate a decision. Customer Address Reviewed Account History Update Complete ? Yes No

61. 6. Draw Horizontal bands using dotted lines to represent the functions, departments, and roles crossed by the work process. Inputs and outputs pass through these bands. Order Received Order Processed Sales Order Reviewed Sales Order Completed Yes No Complete ? Operations Order Entry Sales

62. 7. When several functions jointly perform the same step, draw a box so it includes all functions. Operations Order Entry Sales Customer History Reviewed

63. 8. Split the band if you want to show a subset of a function. Order Scheduled Order Confirmed Order Entered Operations Sales Domestic International Order Entered Order Confirmed Letter or Credit Obtained

64. 1. Place a large piece of paper (3’ x 6’) on wall or floor. 2. Draw horizontal bands to represent each function, roles, job title, etc.

65. 3. Label the functions, starting with the customer (internal or external) at the top, then functions closest to customer. Customer Sales Operations

66. 4. Ask each group member to write on Post-Its the steps that makes up their function’s portion of process and place on map. Customer Sales Operations

67. 5. Resequence the Post-Its until the group is satisfied that the process is accurately mapped. Customer Sales Operations

68. 6. Add and label all inputs and outputs to complete the map. Customer Sales Operations A B C D

69.  What steps are required to produce a particular output?  What is the order in which steps are performed?  Who (which function) performs each step?  What are the handoffs or interfaces between functions?  In what part of the processes do the handoffs occur?  What are the inputs required and inputs produced at each process step?

70. Phil’s Garage

71. Customer Sales Muffler Bay Technician Work Requested New Muffler Installed Old Muffler Removed New Muffler Obtained Work Order Received Work order prepared Engine Restarted Exhaust Monitored Turn Off Engine Prepare Bill Notify Sales Pay Bill Job OK? Verbal Request Completed Work Order Prep New Muffler Old Muffler New Muffler in Place Engine Idling Exhaust Data No Yes Engine Off Job Complete Final Bill

72.  Disconnects-missing or deficient inputs or outputs  Missing or implied steps, inputs, or outputs  Inputs that do not feed into process steps or outputs that do not feed out of process steps

73. Customer Sales Muffler Bay Technician Work Requested New Muffler Installed Old Muffler Removed New Muffler Obtained Work Order Received Work order prepared Engine Restarted Exhaust Monitored Turn Off Engine Prepare Bill Notify Sales Pay Bill Job OK? Verbal Request Completed Work Order Prep New Muffler Old Muffler New Muffler in Place Engine Idling Exhaust Data No Yes Engine Off Job Complete Final Bill

74. 1. Create a Cross-Functional Process Map of your process. Make sure to follow the steps in order. Post your results. 2. Rotate to another group’s Cross-Functional Map and interpret it. Report out what you found. 3. Reconvene original groups and identify and prioritize possible kaizen activity based on feedback.

75. Analyzing a Process Slides in this section adapted from The Basics of Process Mapping by Robert Damelio

77.  Process Maps are a means to an end, not an end in and of themselves.  Regardless of other analysis any process map should classify each step as value-added or non-value added and plan to eliminate non- value added steps, if possible.

78.  Cost Reduction  Cycle Time Reduction  Quality Improvement  Customer Satisfaction  Measurement Systems  Horizontal Measurement  Benchmarking  Reengineering

79.  Analysis Questions: ◦ What does it cost to operate the process? ◦ Which steps cost the most? Why? ◦ What are the causes of cost in this process?  Additional Data Required: ◦ Cost of each input, output, and step ◦ Determination of whether each step is value-added or non-value added

80.  Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart ◦ Spaghetti Chart  Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps ◦ Transportation or movement distance

81.  Analysis Method: ◦ Pareto chart ◦ Activity-based costing ◦ Activity-based management

82.  Analysis Questions: ◦ Which steps consume the most time? Why? ◦ Which steps add value and which steps do not? ◦ Which steps are redundant, bottlenecks, or add complexity? ◦ Which steps result in delays, storage, or unnecessary movement?

83.  Additional Data Required: ◦ For each step determine-  Elapsed time  Whether the step is value-added or non-value added  Complexity  Redundancy  Bottleneck  Delays  Storage  Transportation

84.  Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart ◦ Spaghetti Chart  Map Portion Used: ◦ Steps ◦ Transportation or movement distance  Analysis Method: ◦ Pareto chart ◦ Work simplification

85.  Analysis Questions: ◦ Is variation due to common or special causes? ◦ What are the causes of defects? ◦ Which variables must be managed to have the desired effect on the relevant quality characteristics? ◦ How should the process be changed to reduce variability?

86.  Additional Data Required: ◦ Process requirements ◦ Common or special cause variation ◦ Desired quality characteristics ◦ Defect categories and descriptions  Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart

87.  Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps  Analysis Method: ◦ Statistical methods (control charts) ◦ Pareto chart ◦ Cause and effect ◦ Root cause analysis ◦ Design for manufacturing ◦ Design of experiments (DOE)

88.  Analysis Questions: ◦ How does process performance data compare to customer expectations and perceptions data?  Additional Data Required: ◦ Customer expectations data ◦ Customer perceptions data ◦ Process performance data

89.  Mapping Used: ◦ Relationship Map ◦ Cross-functional Process Map ◦ Flowchart  Map Portion Used: ◦ Inputs ◦ Outputs

90.  Analysis Method: ◦ Market research ◦ Stratification: grouping data by categories and looking for patterns in the data ◦ Comparative analysis

91.  Analysis Questions: ◦ Based on customer expectations data, what are the requirements for the inputs and outputs of the process? ◦ What should our measures be to assure that the requirements are met? ◦ Do our current measures assess what is important to our customers? ◦ What happens to the measurement data we currently collect?  Additional Data Required: ◦ Process requirements

92.  Mapping Used: ◦ Relationship map ◦ Cross-functional Process Map ◦ Flowchart  Map Portion Used: ◦ Inputs ◦ Outputs  Analysis Method: ◦ Measurement system analysis

93.  Analysis Questions: ◦ Who should be accountable for end-to-end process performance? ◦ How can we structure the organization to manage processes in addition to functions?  Additional Data Required: ◦ Customer expectations data ◦ Customer perceptions data ◦ Process performance data

94.  Mapping Used: ◦ Relationship Map ◦ Cross-functional Process Map  Map Portion Used: ◦ Inputs ◦ Outputs  Analysis Method: ◦ Organizational design and analysis

95.  Analysis Questions: ◦ What are the best-in-class practices and metrics? ◦ What are the root causes of superior performance? ◦ What makes a given practice so effective? ◦ Why is the process designed to operate the way it is?  Additional Data Required: ◦ Practices-your own plus those of the benchmark organizations ◦ Metrics-your own plus those of the benchmark organizations

96.  Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart  Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps  Analysis Method: ◦ Comparative analysis ◦ Forced Field Analysis

97.  Analysis Questions: ◦ How can the function of this process be performed differently? ◦ How can we make the process more effective, efficient, and adaptable? ◦ How can we add value while reducing cost? ◦ What will the jobs in the new process consist of? ◦ How can we use information technology to empower job performers?

98.  Additional Data Required: ◦ Cost of each input, output, and step ◦ Elapsed time ◦ Customer satisfaction ◦ Number of persons operating the process ◦ Information systems ◦ Process requirements ◦ New Job tasks

99.  Mapping Used: ◦ Cross-functional Process Map ◦ Flowchart  Map Portion Used: ◦ Inputs ◦ Outputs ◦ Steps  Analysis Method: ◦ Any and all methods noted in other applications

100.  Determine the primary and secondary (if appropriate) area of analysis for your project  Reexamine the relevant process map  Focus on non-value added steps that could be eliminated or combined more efficiently  Identify other possible kaizen activities

101.  Review the types of data you will be using to analyze your process  Determine what data already exists in some form and what data will need to be collected by the team  Develop a data collection plan  Focus on what is important, not what is easy

102. Process Improvement Plan

103.  Develop a draft improvement plan  Present your plan  Critique your classmates’ plans  Refine your improvement plan