In addition to the techniques introduced in this supplement, there are several other approaches that can be used.
Process Flow Table Page ___1__ of __1___
Overall Description of Process Charted:
Date Charted: ____________________ Charted by: ____________________
Check appropriate box: Current Process: ( ) Proposed Process: ( X )
Dist Meters
Average Time
(range) Symbol
Pers Invol.
Value Code
V/W/N/? Description of Activity (indicate outcome)
15 min ⇒ D ◽ ∇ 1 V Order received by telephone operator.
1 min ⇒ D ◽ ∇ 1 N Order reviewed to see if it is standard or special.
1 min ⇒ D ◽ ∇ 1 N Order reviewed to see if customer is existing customer in good standing.
2 1 min Ο D ◽ ∇ 1 ? Order moved within same room to the accounting
representative.
3 1 min Ο D ◽ ∇ 1 ? Move to scheduling representative (located in same room).
5 min ⇒ D ◽ ∇ 1 N Schedule autoclave order.
Totals: 5 m 24 min 4 2 0 0 0
TABLE 3S-5
Future State Process Flow Table for AHMPCurrent Proposed Difference
Activities #
Total
Time #
Total
Time #
Total Time
Operations (O) 4 30 4 22 0 8
Inspections (◽) 2 15 0 0 2 15
Transportations (⇒ ) 4 150 2 2 2 148
Storages (∇) 0 0 0 0 0 0
Delays (D) 7 3915 0 0 7 3915
Distance (feet/meters) 950 <15 935
TABLE 3S-6
Process Summary Table for AHMPrelationships
Confirming Pages
chapter 3s Process Mapping and Analysis 105
Process flow diagramming is commonly used to indicate the general flow of plant processes and equipment. This procedure shows the relationship between major equipment but not the minor detail such as piping and such. An example of this technique being used to diagram the process of converting corn to fuel-grade ethanol is shown in Figure 3S-3 .
Value stream mapping is a mapping technique that analyzes the flow of material and information currently needed to bring a product to a customer. Value stream mapping is used to assess the extent to which the current process adds value (as a percentage of the total time) and to identify opportunities for reducing lead time. It is more comprehensive and complex when compared to the process mapping approach introduced in this supple-ment. In some implementations, value stream mapping requires the use of over 25 different symbols (as compared to the five discussed in this supplement).
Service blueprinting (discussed in Chapter 5) is used to map an entire service sys-tem, so that the process can be analyzed, monitored, and improved in terms of its ability to satisfy the needs of the customer. It maps out and assesses all of the various interactions and actions that occur when the customer and the company (and its process) meet.
Swim lanes can be used as a visual element in process flow diagrams or flowcharts that organizes the activities into groups based on the major types of tasks being carried out or on who is responsible for those activities. The major attraction of swim lanes (also known as functional bands ) is that it helps organize the processes into functional
process flow diagramming A technique used to indicate the general flow of plant processes and equipment.
value stream mapping A mapping technique that analyzes the flow of material and information needed to bring a product to the customer.
service blueprinting A technique for mapping an entire service system, so that the process can be analyzed, monitored, and improved in its ability to satisfy the needs of the customer.
swim lanes A visual element used in process flow diagrams or flowcharts that organizes the activities into groups based on the major types of tasks being carried out or on who is respon-sible for those activities.
FIGURE 3S-3 Process Flow Diagram: Dry-Mill Ethanol Process for Converting Corn to Fuel-Grade Ethanol 5
Hammer
5 http://www.6solutionsllc.com/drymill_lg.php . © 2010 6 Solutions LLC.
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106 chapter 3s Process Mapping and Analysis
FIGURE 3S-4 Swim Lanes for an Order Fulfillment Process 6
6 Schneiderman, A. M. 1996. “Metrics for the Order Fulfillment Process (Part 1).” Journal of Cost Management 10, no. 2 (Summer 1996), pp. 30–42.
or organizational blocks (and responsibilities). Figure 3S-4 provides an example of swim lanes. Here we can see that the overall process consists of five major activities: order entry, division, warehouse, credit, and customer—each potentially managed by a different group.
This means that if we want to improve or change the process presented in Figure 3S-4 , we have to coordinate our activities with up to five different groups.
ORDER ENTRY DIVISION
Order entered into system (OED)
No Product Yes available?
Is credit OK?
Paperwork complete?
Refer to division
Schedule order
Manufacture product
Transfer to warehouse (TBA)
Provide missing
information Provide missing
information
Print shipping documents
Pick and ship order (ASD)
Customer receives order (dock date)
Refer to credit Increase
credit limit Confirm FCD to
customer
WAREHOUSE CREDIT CUSTOMER
Customer places order (with CRD)
Payment process No
No No
Yes
Yes
Sales process
Confirming Pages
107 Process mapping and analysis tools provide the means for process improvements that can
have great performance impacts. This supplement illustrates the process mapping and analysis method, including the following important points:
1. Process mapping and analysis involves six major steps: (1) determine the desired outcome for the process and the associated metrics needed to evaluate its perfor-mance; (2) identify and bound the critical process; (3) document the existing process (the “current state” map); (4) analyze the process and prioritize opportunities for improvement; (5) recommend appropriate changes to the process (the “future state”
map); and (6) implement the changes and monitor improvements.
2. Processes are characterized by six basic types of activities (i.e., operations, decisions, storage activities, transportation activities, delays, and inspections).
3. Process mapping and analysis is a graphic technique to study and improve processes using symbols, diagrams, and tables to map process flows. Process analysis tools include the process flow table, physical layout diagram, process map, and process summary table. These tables and charts describe the number and types of activities in a process, their organization, the time they require, and the distance they cover.