090 Process Mapping
-
Upload
dr-fereidoun-dejahang -
Category
Engineering
-
view
98 -
download
1
Transcript of 090 Process Mapping
![Page 1: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/1.jpg)
PROCESS PROCESS MAPPINGMAPPING
![Page 2: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/2.jpg)
Quality and ProcessesQuality is judged by customers based on the output of a process
Focusing on the work of the individual worker will not lead to greatly improved quality
![Page 3: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/3.jpg)
Quality and ProcessesTo improve quality, the process must be improved.
Simply focusing on or defining a process is NOT improvement – Management has to make changes and use data to show the change really is an improvement.
![Page 4: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/4.jpg)
Quality and Processes
![Page 5: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/5.jpg)
PROCESS MAPPINGPROCESS MAPPING
![Page 6: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/6.jpg)
PROCESS PROCESS MAPPINGMAPPING
![Page 7: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/7.jpg)
WHY CREATE A SIPOC MAP?
1. To develop a high-level view of the
process.
2. To avoid dilution of Scope.
3. To highlight areas for
improvement.
4. To ensure focus on the customer.
![Page 8: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/8.jpg)
PROCESS MAPPINGPROCESS MAPPINGSuppliers Inputs Process Outputs Customers
LabourMaterial
IdeasInformation
SkillsEffort
Knowledgeetc.
Process description
Process map:
Enablers
SIPOC ANALYSIS AND MAP
![Page 9: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/9.jpg)
PROCESS MAPPINGPROCESS MAPPING
![Page 10: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/10.jpg)
SIPOC : HIGH-LEVEL PROCESS VIEW
Process
-A high-level view is often captured as top-level flow chart
Step 1:Bottling
Step 2:Labeling
Step 3:Inspecting
Step 4:Packaging
INPUTOUTPU
T
![Page 11: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/11.jpg)
Questions to help with SIPOCPurpose
Why does this process exist?What is the purpose of this
process?What is the outcome?
OutputsWhat product does this process
make?What are the outputs of this
process?At what point does this process
end?
![Page 12: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/12.jpg)
Questions to help Questions to help with SIPOCwith SIPOCCustomers
Who uses the products from this process?
Who are the customers of this process?
Process stepsWhat happens to each input?What conversion activities take place?
![Page 13: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/13.jpg)
PROCESS MAPPINGPROCESS MAPPINGInputs/Suppliers
Where does the information or material you work on come from? Who are your suppliers?
What do they supply?Where do they affect the process flow?
What effect do they have on the process and on the outcome?
![Page 14: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/14.jpg)
![Page 15: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/15.jpg)
How to create a SIPOC MapName the process.Clarify the start and the stop (boundaries) of the process.
List key outputs and customers.
List key inputs and suppliers.Identify, name, and order the major process steps.
![Page 16: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/16.jpg)
Building of a Process MapList Suppliers
ListInputs
Map the Process ListOutputs
Listcustomers
1. Determine the beginning and the end of the process
2. Brainstorm the process steps3. Group processes into major
process areas4. Layout activities in sequence5. Code each activity6. Walk through the process
thereby validating it.
![Page 17: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/17.jpg)
Questions to ask
![Page 18: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/18.jpg)
PROCESS MAPPINGPROCESS MAPPINGMany defects arise because something in a process is done incorrectly or inefficiently.
To improve process sigma managers need to be able to pinpoint process problems and find better, more effective ways to accomplish the same work.
![Page 19: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/19.jpg)
What you need to know about a Process
![Page 20: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/20.jpg)
PROCESS MAPPINGPROCESS MAPPING
![Page 21: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/21.jpg)
Understanding a ProcessTo better understand the process, PEIM will:Create a flowchart of the process.Identify which of your process steps are value-added and which are non value-added.
Determine cycle time and identify bottlenecks.
Look for errors or inefficiencies that contribute to defects.
![Page 22: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/22.jpg)
FLOW CHARTS
Flow charts are tools that make a process visible.
Start Step 1 Step 2 Step 3
Decision
Step 4 Step 5
Step 6 End
No
![Page 23: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/23.jpg)
WHY USE FLOWCHARTS
![Page 24: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/24.jpg)
PROCESS MAPPINGPROCESS MAPPING
![Page 25: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/25.jpg)
WHEN TO USE FLOWCHARTS
![Page 26: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/26.jpg)
Customer Service
Demand Fulfillment
Demand Generatio
n
New Product Development
ShippingPackingProducing Ordering materials
Packaging SealingFillingMixing
Level 1
Level 2
Level 3
STARTING AT THE TOP
Key business activities can be defined at different levels of the organisation
![Page 27: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/27.jpg)
PROCESS MAPPINGPROCESS MAPPING
![Page 28: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/28.jpg)
![Page 29: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/29.jpg)
BASIC VS. ACTIVITY FLOWCHARTS
![Page 30: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/30.jpg)
BASIC VS. ACTIVITY FLOWCHARTS
![Page 31: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/31.jpg)
BASIC VS. ACTIVITY FLOWCHARTS
![Page 32: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/32.jpg)
BASIC VS. ACTIVITY FLOWCHARTS
Start
Step 1 Step 2 Step 3 Step 4
End
![Page 33: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/33.jpg)
![Page 34: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/34.jpg)
![Page 35: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/35.jpg)
WHICH FLOWCHARTING TECHNIQUE SHOULD I USE?
Basic Flowchart Activity Flowchart Deployment Flowchart
•To identify the major steps of the process•To illustrate where in the process you will collect data
•To display the complexity and decision points of a process•To identify rework loops and bottlenecks
•To help highlight handoff areas in processes between people or functions•To clarify roles and indicate dependencies
![Page 36: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/36.jpg)
HOW TO CREATE FLOWCHARTSWhen creating a flowchart, work with a group so you can get multiple viewpoints.Brainstorm action stepsWrite these on self-stick notes or on a flipchart
Make sure to include the steps that occur when things go wrong
![Page 37: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/37.jpg)
HOW TO CREATE FLOWCHARTS•Arrange the steps in sequence
•Be consistent in the direction of flow-time should always flow from top to bottom, or from left to right
•Use appropriate flowchart symbols• Check for missing steps or decision points
• Number the steps
![Page 38: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/38.jpg)
FOUR PERSPECTIVESFlowcharts can map four different
perspectives on a process:1. What you think the process is?2. What the process really is?3. What the process could be?4. What the process should be?
At this stage, you are trying to define the current situation, as it is. Therefore, your flowchart(s) should map what is really happening in the process.
![Page 39: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/39.jpg)
Processes and ComplexityCompare the flow chart below with the one on the next page-which of the flow chart reflects more accurately reality?-which of these flow charts would you prefer to use? Why?
Take original to copier
Place original on copier
Select sizeSelect orientation
Select number of copies Start copier Copier
runsAnother page?
Remove original
Collect copies Staple Clear
ModesLeave room
Yes
No
![Page 40: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/40.jpg)
![Page 41: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/41.jpg)
VALUE-ADDED AND NONVALUE-ADDED STEPSValue-Added Step:
Customers are willing to pay for it.
It physically changes the productIt’s done right the first time.
Non-Value Added Step:Is not essential to produce output.
Does not add value to the output.
![Page 42: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/42.jpg)
Non-Value Added Step:Includes:Defects, errors, omissions.Preparation/setup, Over-production, processing, inventory
Transporting, motion, waiting, delays
![Page 43: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/43.jpg)
Value-Added Activities
![Page 44: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/44.jpg)
Value-Added Activities
![Page 45: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/45.jpg)
Non Value Added Activities
![Page 46: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/46.jpg)
Non Value Added Activities
![Page 47: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/47.jpg)
Non Value Added Activities
![Page 48: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/48.jpg)
![Page 49: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/49.jpg)
![Page 50: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/50.jpg)
![Page 51: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/51.jpg)
![Page 52: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/52.jpg)
CYCLE TIME REDUCTIONUnderstanding cycle time:Provides a better understanding of the process.
Shows the impact of no value-added steps on the time it takes to produce product or service.
Identifies bottlenecks in the process
Waste•Defects•Over-production•Over-processing•Transporting•Inventory•Motion•Delays
ValueAddingProcessingtime
![Page 53: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/53.jpg)
CYCLE TIME REDUCTIONReducing cycle time:
•Helps increase predictability in the process
•Helps reduce waste and rework, which reduces costs.
•Provides a competitive advantage by reducing cycle time.
![Page 54: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/54.jpg)
MEASURING CYCLE TIME1. Decide whether you
will measure cycle time on the entire process or on a subset of steps.
2. Develop operational definitions for the starting and ending points of each step.
3. Develop consensus about what is value-added and what is non-value added time (if you haven’t done so already)
4. Develop a data collection form.
![Page 55: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/55.jpg)
Process Step
Cumulative Time
VA Time
NVA Time
Notes
![Page 56: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/56.jpg)
VALUE ANALYSIS MATRIXYou can track specific types of non-value added time with a Value Analysis Matrix. This helps clarify: the types of waste present in the process,
the percentage of overall process time each non-Value adding step contributes.
![Page 57: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/57.jpg)
100%100Total
30%30Transporting/ Motion
52%52Delay
6%6Control/ Inspection
Prep/Setup
10%10Fixing Errors
Non Value added
2%2Value Added
100%10020101106201011012Time (Hours)
%TotalTotal10987654321Process Step
![Page 58: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/58.jpg)
![Page 59: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/59.jpg)
BOTTLENECKSBottlenecks increase cycle time
A bottleneck is:Any resource whose capacity limits
the amount of information or material that flows through the process.
Any resource whose capacity is equal to or less than the demand placed upon it.
How do you recognise bottlenecks?
![Page 60: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/60.jpg)
WHEN TO GO FOR DESIGN EXCELLENCE
![Page 61: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/61.jpg)
WHEN TO GO FOR DESIGN EXCELLENCENext generation; the existing product’s remaining Life Cycle is very short, a successor is required soon.
System limits: the performance gap is due to system / business model configurations that cannot be changed.
![Page 62: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/62.jpg)
Process mappingBecome aware of the Problem.
Describe the ProblemDefine & Verify the root causes
Identify potential root causesSelect likely causes
Is the potential cause a root causeYes
Identify alternative solutionsVerify corrective actions
Implement permanent actionsPrevent Recurrence
Congratulate your team
![Page 63: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/63.jpg)
QUALITY AND PROCESSESQuality is judged by customers based on the output of a process.
Focusing on the work of the individual worker will not lead to greatly improved quality.
To improve quality, the process must be improved.
![Page 64: 090 Process Mapping](https://reader036.fdocuments.net/reader036/viewer/2022081421/58f2688f1a28ab58198b4573/html5/thumbnails/64.jpg)
QUALITY AND PROCESSESSimply focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.