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Metrics-Based
Process Mapping (MBPM)
ASQ Lean Six Sigma Conference March 2, 2009
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© 2009 Karen Martin & Associates
Learning Objectives
The difference between a value stream
map and a metrics-based process map.
Key time and quality metrics for office,
service, and knowledge work processes.
The step-by-step approach for creating
current and future state MBPMs.
How to use the results obtained through
this methodology to monitor processes and
drive ongoing improvement.
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© 2009 Karen Martin & Associates
Traditional Mapping Method:
Process Flow Chart
Where’s the quality? Where’s the time?
What is a Metrics-Based Process
Map?
A visual process analysis tool, which integrates:
Functional orientation of traditional swim lane
process maps
Key Lean time and quality metrics
Tool which highlights the disconnects / wastes / delays in a process
Keeps the improvement focus properly directed
Serves as standard work for workforce training and process monitoring
Metrics-Based Process Mapping
(MBPM)
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© 2009 Karen Martin & Associates
When Do We MBPM?
Value Stream Driven
VSM is the strategictool that identifies when
we need to perform a more detailed analysis of a process
MBPM is a tactical tool used to flesh out the
details at each step to see the “waste behind the waste”
Enables a team to “drill down” from a few targeted
blocks on the VSM
Often the first activity in an office-based Kaizen
Functions Step 1 Step 2 Parallel Steps
MBPM Post-it Conventions
Step # Activity (Verb / Noun) Function that performs the task # Staff (if relevant) Barriers to flow (if relevant) PT (process time) LT (Lead time) % Complete & Accurate 10© 2009 Karen Martin & Associates
Task-Level Metrics: Time
Process time (PT)
The time it takes to actually perform the work, if one is
able to work on it uninterrupted
Includes task-specific doing, talking, and thinking
aka “touch time,” work time, cycle time
Lead time (LT)
The elapsed time from the time work is made available
until it’s completed and passed on to the next person or department in the chain
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Key Lean Metric: Quality
%Complete and Accurate (%C&A)
% time downstream customer can perform task
without having to “CAC” the incoming work:
Correct information or material that was supplied
Add information that should have been supplied
Clarify information that should or could have been
clear
This output metric is measured by the
immediate downstream customer and all subsequent downstream customers.
1. Label the map in upper right corner.
Process name, date, facilitator and/or team members
2. List the functions involved in left column. 3. Document all activities/steps.
Verb/noun; concise language; include function as well.
4. Number the activities.
One number per column; concurrent activities are labeled A, B, C, etc.
5. Add activity-specific metrics (PT, LT, %C&A), barriers to flow, and number of staff involved (if relevant).
Include units of measure (mins, hrs, days, etc.)
Creating the Current State MBPM
Phase I
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Step 2: Create swim lanes for each functional area
Step 3: Document each activity and handoff(s) Step 4: Number the activities
Step 4: Add key metrics (PT, LT, %C&A) and barriers to flow
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© 2009 Karen Martin & Associates
%C&A Details
Typically obtained via interview
Who determines?
Immediate downstream customer
All subsequent downstream customers who
use a party’s output in any way
Where placed?
On the post-it for the person producing the
output
0% at a particular step is not rare
Creating the Current State MBPM
Phase II
6. Define the critical path.
Longest LT unless “dead-end” step; use colored marker
7. Create the timeline.
8. Calculate the summary metrics
CP PT Sum, CP LT Sum, AR, RFPY, Total PT, Labor Required
9. Identify the value-adding and necessary non-value-adding activities
Use small colored post-it labeled with “VA” and “N.”
10. Circle the step-specific metrics that indicate the greatest opportunity for improvement.
Use red marker.
Step 6: Define the Timeline Critical Path
With parallel activities: Chose the longest LT unless a “dead-end” activity
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Step 8:
Calculate Summary Metrics - Time
Critical Path PT Sum (CP PT)
Critical Path LT Sum (CP LT)
Activity Ratio (AR)
The percentage of time work is being done to
the patient/item/data passing through the process
AR = (CP PT Sum
÷
CP LT Sum)×
100Expressed as a percentage
100 – AR = % of time product is idle
Rolled First Pass Yield (RFPY) =
Product of all %C&A’s
The percentage of “items” (material,
information, or people) that pass through
the entire process with no rework
required
Process check: The RFPY will always be
lower than the lowest &C&A.
Step 8 (continued):
Total PT** (in hrs) x # occurrences/year # FTES*
Available work hrs/year/employee
=
* FTE = Full-time Equivalent (2 half time employees = 1 FTE) ** Total PT = Sum of all activities’ PTs, not just critical path
Freed
Capacity = CS FTEs - FS FTEs
Step 8 (continued):
Calculate Summary Metrics - Labor Requirements
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Total PT Freed capacity Labor requirements RFPY AR CP LT CP PT Projected % Improvement Projected Future State Current State Metric
Step 8 (continued):
Document Results
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Step 9: Label the value-adding (VA) and necessary non-value adding (N) activities
Step 10: Circle the data that indicates
the greatest need for improvement
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Islands of value-adding activities All other time is “waste.”
Adding Value
Rework
First Step Last Step
Typical Current State Findings
Future State Design: How can we progress from one “VA” or “N” step to the next and eliminate all waste?
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© 2009 Karen Martin & Associates
Future State Design
Goals
Reduce overall LT
Improve RFPY
Reduce overall PT
Improve LT, PT, and %C&A at individual steps
How?
Eliminate NVA steps
Minimize handoffs
Eliminate rework
Reduce batching
Eliminate unnecessary IT
Root Cause Analysis
4 Key Tools
Cause
Cause--andand--Effect DiagramEffect Diagram
Machine Measurement Environment People Material / Info Method
Budgets Submitted Late Lack of experience Time availability No sense of import No stnd spread sheet Email vs. FedEx No standard work Input rec’d late
Forecast in other system Manual vs. PC System avail.
No milestones $ vs. units
Weather delays Dispersed sales force Changing schedule
Machine Measurement Environment People Material / Info Method
Budgets Submitted Late Lack of experience Time availability No sense of import No stnd spread sheet Email vs. FedEx No standard work Input rec’d late
Forecast in other system Manual vs. PC System avail.
No milestones $ vs. units
Weather delays Dispersed sales force Changing schedule 5 Why’s Why? Why? Why? Why? Why? P a r e t o C ha r t C r e di t A ppl i c a t i on D e l a y s 2 9 0 9 6 2 7 5 6 1 2 4 2 1 8 0 2 4 9 3 4 1 % 7 7 % 8 6 % 1 0 0 % 9 7 % 9 4 % 0 500 1000 1500 2000 2500 3000 3500 N o S i g n a t u r e I n s u f f i c i e n t B a n k I n f o N o p r i o r a d d r e s s C u r r e n t C u s t o me r N o C r e d i t H i s t o r y O t h e r R e a son f or D e l a y 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Check Sheets Quantify Occurrences
| Equipment failure ||| ||||| ||||| Changing customer requirements w/ no adjustment to expected delivery ||||| |||||
Order entry error
|||
Staffing/absenteeism
|||||
Quality issue requiring rework || ||||| Material shortage Tally Reason | Equipment failure ||| ||||| ||||| Changing customer requirements w/ no adjustment to expected delivery ||||| |||||
Order entry error
|||
Staffing/absenteeism
|||||
Quality issue requiring rework || ||||| Material shortage Tally Reason
PACE Prioritization Matrix
E a s e o f I m p le m e n ta ti o n D if fi c u lt E a s y 20 7 5 13 4 23 1 22 8 9 2 10 16 11 6 12 14 19 15 17 3 21 18
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© 2009 Karen Martin & Associates
Total PT Freed capacity Labor requirements RFPY AR CP LT CP PT Projected % Improvement Projected Future State Current State Metric
Step 8 (continued):
Document Results
30© 2009 Karen Martin & Associates
Electronic Documentation?
Archive the team’s work
Distribute the maps to remote locations
Document the new standard work for the
process
Training/retraining staff
Monitoring process performance
Communicate the impact of Kaizen Events
Custom toolbar with pull-down menus
Excel-Based Option
Seven sheets •Current State • Future State • Summary Metrics • Audit Findings • Metrics Descriptions • Sample MBPM • Quick Start GuideMap Structure 0 1 0 15 6 -1 0
Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A
1 Fax PO to Sales Rep 0 0 45% 2 Review PO; clarify with customer as needed 20 2 90% warehouseFax PO to 10 4 90% 5 6 Check inventory levels; notify Sales Rep re: status 5 4 95% Fax PO to Sales Rep 5 0.33 90% 0 20 10 5 5 0 2 4 4 0.33 45% 90% 90% 95% 90% 0 20 10 5 5 Rolled %C&A Critical Path LT Total PT Critical Path PT 5 4 3 1 2 Mary Townsend Hours Worked per Day Sally Dampier
Occurrences per Year Sam Parks
Current State Metrics-Based Process Map
Dave Morgan 25-Jun-08 8 Facilitator Process Details Michael Prichard Order Fulfillment Process Name
Specific Conditions Domestic orders through sales force 37,500 Date Mapped Sean Michaels Sales Rep Ryan Austin Diane O'Shea Mapping Team LT Units Function / Department PT Units Step # ► Customer Finance Warehouse / Shipping Seconds Minutes Hours Days Seconds Minutes Hours Days
Functions Process Steps
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Critical path metrics auto-populate timeline Critical Path
The Critical Path: Blue Color-Coding
Color-Coded Summary Metrics Sheet
Auto-Calculates:
Summary time and quality metrics for before and after maps
Projected % improvement (color-coded for visual ease)
Staffing requirements
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MBPM Tips
10 people max per team; use same people for both current and future state
Documenting the current state takes 1/3 to double the time of the future state design phase
Avoid gaps between current and future state mapping
Typical teams need 5-10 blocks to truly understand what you’re asking in terms of the metrics
Can “chunk” metrics if needed Use a skilled, impartial facilitator
Learning Objectives
The difference between a value stream
map and a metrics-based process map.
Key time and quality metrics for office,
service, and knowledge work processes.
The step-by-step approach for creating
current and future state MBPMs.
How to use the results obtained through
this methodology to monitor processes and
drive ongoing improvement.
MBPM Resources
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© 2009 Karen Martin & Associates
