AMERICAN HEALTH AND MEDICAL PRODUCTS AHMP
Step 3: Document the Existing Process (the “Current State” Map)
Describing the current state of a process can be difficult. Inefficiencies and poor designs in the process may reflect poorly on particular managers or workers, so they may be reluc-tant to offer process information. It is imporreluc-tant for the analyst to speak directly with the people who actually perform the process, not just those who manage the workers.
Otherwise, the analyst might develop a distorted view of the “actual” process. Finally, the analyst must be aware that their presence near the workers can alter the way in which work is performed (for various reasons), thus making it difficult to develop an accurate picture of the process.
An effective way to document and communicate the current state of a process is to develop a process map, or diagram. By using a set of symbols in such a map, the ana-lyst can graphically present how the inputs, outputs, flows, and activities of a process are linked together. Table 3S-2 lists five types of process activities that were defined in Chap-ter 3, along with each activity type’s symbol. These categories can be used to classify nearly all activities in a process.
Process mapping and analysis can potentially be complex and time-consuming, but there are some general guidelines that can make this task simpler and easier to manage.
Identify Minimum Acceptable Levels of Detail
A process analyst must decide whether to show small activities separately in a map or to show them collectively as larger, more aggregated activities. This decision weighs the ben-efit of including an activity against the cost in time and effort to handle such minute detail.
current state The state of the process in its current or
“as is” state.
Activity
Classification Symbol Major Action/Result
Operation Ο Decides, produces, does, accomplishes, makes, uses Transportation ⇒ Moves, changes location
Inspection ◽ Verifies, checks, makes sure, measures
Delay D Blocks, starves, interferes, temporary stop
Storage ∇ Keeps, safeguards
TABLE 3S-2
Process Activity TypesLO3S-3 Determine to what type of activity each step in a process belongs.
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As a general rule of thumb, include the least amount of detail necessary to understand the process. As problems in one specific part of the process are identified, that section can be documented in greater detail. The documentation of a process is similar to the act of peeling an onion—begin with a very general picture of the process and then peel away successive layers of detail if necessary until you reach a sufficient level of understanding of the process.
Use Different Process Mapping and Analysis Techniques
Use as many different display formats as necessary to provide a complete picture of what is taking place within the process. Pictures, physical layouts or blueprints, work routing sheets, and other documents might be needed to give a better overall description of the pro-cess. If interdepartmental coordination issues are critical, it is sometimes useful to enhance a process map by color coding or repositioning front office and back office activities, or activities that are the responsibility of different departments.
Watch Out for Hidden Steps in a Process
It is often easy to overlook certain types of activities, especially delays. Sometimes there might be confusion or disagreement about the sequence of activities. One useful approach to make sure that all activities are correctly identified is to “Staple Yourself to an Order.” 1 In this useful (and sometimes fun) approach, you pretend that you are the workpiece (e.g., an order, a part, a piece of information) moving through a process. As you go from activity to activity, you record what happens to you (taking pictures is a good idea) and you ask ques-tions of the workers performing the activities (e.g., what are you doing? how often do you do this task?). This approach
fre-quently provides insights into the process that don’t normally arise from simple descriptions given by process workers. 2 Keep in mind, however, that your presence might influence the ways that people working in the process behave.
When documenting the current state of a process, the analyst should try to capture all the relevant aspects, including the following attributes:
1. Number of steps in the process (broken down by category).
2. Distance covered by workpieces in the process (both vertically and horizontally).
3. Time required for activities (minimum, maximum, average, variance).
4. Value orientation of the activities (value-adding or not). 3 5. Number of departmental boundaries crossed by workpieces.
6. Number of departments involved in each activity.
7. Number of people who touch or come into contact with the workpiece or activity.
After the existing process (the current state) has been mapped, it should be verified by reviewing it with the people involved.
To help meaningfully map a process, analysts often make use of three basic charting and analysis tools:
1. Process flow table 2. Physical layout diagram 3. Process summary table
1 For a deeper look at tracing and analyzing order management cycles, see B. P. Shapiro; V. K. Rangan; and J. J. Sviokla, “Staple Yourself to an Order,” Harvard Business Review 70, no. 3 (July/August 1992), pp. 113–22.
2 As Chapter 8, Lean Systems, points out, the approach of studying the process as it takes place in its actual envi-ronment is referred to as “Gemba.” Gemba often means “the actual place” or “the real place.”
3 This aspect of process mapping is discussed in greater detail later on in this supplement.
“Staple Yourself to an Order.” Pick a process and become the order within it. What steps were involved? How long did it take for the process to com-plete operations? What did you learn? What surprises did you uncover?
student
activity
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98 chapter 3s Process Mapping and Analysis
Applying Step 3 to AHMP
The order process for AHMP is currently carried out as follows. The order is received by an order entry person via fax, mail, or phone. An order form is placed into a pile where it waits until the orders are moved by a person to the engineering department.
This is done twice a day. There, all of the orders are checked to determine what type of engineering work is required. For a standard autoclave, one of the engineers checks the order and its specifications (verification only) and then signs off on it (this takes no more than 10 minutes). The standard order is then put in another pile to wait until it is moved to the marketing office. Once it arrives there, it goes into a pile to wait for the marketing accounts manager to review and approve it. It usually takes no more than five minutes to process an individual order. Once it is approved, it goes next to accounting for entry (five minutes per order) and from accounting it goes to production scheduling.
A process flow table systematically records process activities, their key attributes, and their sequence (see the example given in Table 3S-2 ). The user fills in the required information and designates the appropriate symbol for each activity on one line of the table and then connects the symbols to show the flow through the process. The completed chart also records several important pieces of information for each activity:
• Distance and time: The chart reports the physical distance a workpiece covers in each activity and the amount of time it takes measured as a standard time, mean observed time, or range or standard deviation of observed times. These statistics indi-cate the reliability or predictability of the activity. Users could also record setup or changeover times associated with activities.
• Activity symbol: One simply circles or marks the appropriate symbol.
• Number of people: Staffing needs for an activity can indicate overall costs. Sometimes analysts indicate the numbers of direct workers and indirect (overhead) workers.
• Value code: Analysts classify each activity as one that (1) adds value (V), (2) gener-ates waste (W), (3) adds no value but remains necessary (N) (e.g., equipment setup or an inspection required by a customer), or (4) is uncertain in terms of its impact on value (indicated by a question mark or ?). We discuss the rules for determining the value content of an activity in greater detail later.
• Activity description: Along with the activity description, the table might indicate the analyst’s recommendation to keep the activity as is, eliminate it entirely, combine it with another similar activity, or rethink it.
The process flow table is handy for identifying activities, describing their organization and sequence, and categorizing them for detailed study. It gives less information regarding spatial relationships, however. Physical layouts can be important to consider when evaluat-ing the distance that each workpiece must cover and its lead time, handlevaluat-ing requirements, costs, and quality.
The physical layout diagram documents both the horizontal and vertical movements of workpieces from one area to another, recording process performance in units of time and distance. Labels on the physical layout diagram indicate areas or activities that cor-respond to the list on the process flow table, creating a strong, complementary relationship between these tools.
Figure 3S-2 presents an example physical layout diagram for the office complex at AHMP. This diagram shows the physical flows across offices involved in the order entry process. As can be seen from this diagram, one of the challenges facing AHMP is a series of long moves (the moves are identified as 1, 2, 3, and 4 and correspond to the four moves in the order in which they are noted in Table 3S-3 ). A manager looking at this figure would see that there is an opportunity to reduce time by locating the office areas closer together (thus reducing the physical distance covered by the order while also improving the quality and frequency of communication between the groups).
Analysis of a physical layout diagram looks for excessive and unnecessary move-ments, such as long moves between activities, crossed paths, repeated movements or
process flow table A technique that records process activities, their key attributes, and their sequence.
physical layout diagram A technique that documents both the horizontal and vertical movements of work within the process.
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activities, or illogical or convoluted flows. An effective, efficient process eliminates criss-crosses and locates sequential, high-volume activities close together to minimize move times and improve communication.