Detailed Process Mapping

The process mapping concept is applicable to both product and service organiza- tions. Advantages of process mapping include:

• Easy visualization of the total process • Easy analysis of the total process

• Easy identification of non-value added and waste activities • Easy communication of the impact of process improvement

• Easy identification of the process cycle time for each operation and for the total process

Next is developing the business process map. The concept is similar to the high-level process map, but each process section is mapped in more detail. Key steps in mapping and analyzing the business process flow chart include:

1. Define and name the process to be mapped. Establishing the start and stop points of a process is a critical first step in process mapping. Typically, the start point of a process is the first step that receives inputs from suppliers and the end point is delivery of the product or service to the customer.

2. Familiarize the team (participants) with the flow chart symbols. 3. Identify customer needs (CTQs) and outputs. Survey and convert

customer needs into customer CTQs. Output must satisfy those CTQs on demand (on time).

4. Identify the process steps. Identify the sequence of process activities. Draw the process and diagram the flow consistently from top to bot- tom or from left to right.

5. Identify a decision point or branch point. Choose one branch and continue flow diagramming.

6. Identify the process that is unclear or unfamiliar to team members. Make a note and continue flow diagramming.

Suppliers

CTQs

Inputs Processes Outputs Customers

• ABC Mfg. Co. • Diesel Fuel Supplier • Other Suppliers • Tractor Wash Facility • Tractors • Option Packages • Diesel for Tractors • Tractor Wash • Tractor Work Sheet

See Below • New Farmer Account • Paperwork to State • Paperwork to Manufacturer • Paperwork to Dealer • Payment • Service Contract • Service Notification • Tractor Buyer (Farmer) • Dealership Owner • State Tax Department • Service Department Step 1: Meet with new client (farmer) Step 2: Understand farmer’s needs in new tractor Step 3: Present options to farmer and negotiate price Step 4: Agree on options, price, and delivery date Step 5: Sign paperwork, payment arrangement, and hand over keys and title • Tractor Meets

Specifications • Options Package • Special Tool Box

CTQs

• Build to Order • Loan Approval • Bank Check

7. Brainstorm the major steps (tasks) in the work process. Do not be concerned about the sequence at this point. Ask questions such as “What really happens next in the process?” and “Does a decision need to be made before the next step?” and “What approvals are required before moving on to the next task?”

8. Repeat Steps 4 through 7 until the team reaches the last (or first) step in the process.

9. Go back and flow diagram the other branches.

10. Put the steps in the proper sequence. As this is done, the team may begin to add minor points as necessary. At this point, all the steps have been identified and sequenced. Now assign the appropriate symbols to each step (see the discussion in the Flow Charting section of Chapter 3) and connect the steps with arrows to show the flow of the process.

11. Identify critical inputs. Some inputs may be required at the begin- ning of the process, while others may be required during the process. 12. Identify each supplier from which the process owner receives each

input.

13. Validate process map. To validate the map, make sure that the process is represented “As Is.” Now work on process validation with key stakeholders and/or with functions that perform the process steps. A process has three possible versions:

• What you think it is—One that is based on the individuals who

touch the process.

• What it really is—One that is based on reconciling what the

process map really is. The consolidation of the first two versions of the process map constitutes what is referred to as the “As Is” process map. The effectiveness of the next two phases, Measure and Analyze, will depend on the accuracy and detail of the process map.

• What it should be—As the team moves forward and conducts

process analysis and problem solving, the third version of the process map—the “should be” map—is developed. Critical at this point is to check if the output from this process is meeting or exceeding the customer needs/requirements or if it is not. As the team analyzes the process activities, the team should also try to deter- mine answers for the following:

• Each decision point:

• Each rework loop:

– Does this rework loop prevent the problem from recurring? – How long is this rework loop? (Analyze the loop in terms of num-

ber of activities/operations, time consumed, and resources required.)

– Can this rework be prevented? • Each regular activity:

– What is the value added through the activity in relation to cost? – How can the team make the activity error-proof?

– What is the time per event and can the cycle time be reduced? • Each activity’s supportive documentation and data:

– Is this necessary? – How is the update?

– Is there a single source or multiple sources?

– Are tasks identified as value added, non-value added, and waste.

Commonly used terminology in a processing map includes: • Cycle Time—Types of cycle times may be defined as:

– Order to cash (revenue) cycle—Cycle time starts once the cus- tomer signs the purchasing contract and ends once the supplier delivers the product/service to the customer and the customer makes payment.

– Product/Service delivery cycle—Cycle time starts once customer signs the purchasing contract and ends once the supplier delivers the product/service to customer.

– Manufacturing cycle time—Cycle time starts once the product manufacturing starts and ends once the last activity/operation is complete.

• Process Time—Process time is the total time consumed on one unit of product/service, excluding any time due to delay and/or waiting, but including the time required for job set-up/preparation, inspec- tion, processing, internal/external failure test, and moving to the next process.

• Delay Time—Total time lost due to waiting for anything is delay time (e.g., material and/or people to complete the process).

Delays are often “disconnect” processes. Sometimes delays create defects. Commonly observed elements can result in delays:

• Bottlenecks—Any location where assigned load is equal to or greater than available capacity.

• Conflicting objectives—The goals of one group can create problems or errors for another group, e.g., when one group is focusing on process speed while another group is concentrating on error reduc- tion. One result may be that neither group accomplishes its objectives.

As the team continues to analyze the process map, other issues the team may encounter include:

• Common Problem Areas—This situation can occur when opera- tions/activities are repeated at several locations in a process, e.g., a rotational part for a jet engine may go through two to four turning machines as part of the rough turning operation before it moves on to the finishing operation. These locations can provide insight into potential solutions. The team should encode these “disconnects” and highlight them directly on the process map.

• Gaps—The process seems to go off track or the defined process for a given activity is unclear or wrongly interpreted.

• Redundancies—If more than one group is responsible for the process, redundancies can occur when different groups take action, but are unaware that actions are being taken elsewhere in the process by another group.

Process mapping is a special situation of flow charting. The flow-charting concept will be discussed further in the Measuring Tools section of Chapter 3 (Measure). If the team leader was not in a position to develop the project charter at the end of Chapter 1, he/she must be in a position to develop one now.

Before moving on, consider Exercise 2.2.

Exercise 2.2: Develop a High-Level Process Map

As a class project, develop a high-level process map that includes: • What is the name of the process?

• What are the outputs?

• Who are the customer(s) of those outputs? • What are the inputs and their suppliers? • Process:

– Start point

– First operation (activity) – Last operation (activity)