Process Mapping

1. PROCESSPROCESS
MAPPINGMAPPING

2. Quality and
Processes
Quality 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

3. Quality and Processes
To 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.

4. Quality and Processes

5. PROCESS MAPPINGPROCESS MAPPING

6. PROCESS MAPPINGPROCESS MAPPING

7. 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.

8. PROCESS MAPPINGPROCESS MAPPING

9. PROCESS MAPPINGPROCESS MAPPING

10. 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
INPUT
OUTPUT

11. Questions to help with SIPOC
Purpose
Why does this process exist?
What is the purpose of this process?
What is the outcome?
Outputs
What product does this process make?
What are the outputs of this process?
At what point does this process end?

12. Questions to help withQuestions to help with
SIPOCSIPOC
Customers
Who uses the products from this process?
Who are the customers of this process?
Process steps
What happens to each input?
What conversion activities take place?

13. PROCESS MAPPINGPROCESS MAPPING
Inputs/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?

15. How to create a SIPOC
Map
Name 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.

16. Building of a Process Map
List
Suppliers
List
Inputs
Map the Process List
Outputs
List
customer
s
1. Determine the beginning and
the end of the process
2. Brainstorm the process steps
3. Group processes into major
process areas
4. Layout activities in sequence
5. Code each activity
6. Walk through the process
thereby validating it.

17. Questions to ask

18. PROCESS MAPPINGPROCESS MAPPING
Many 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.

19. What you need to know about a
Process

20. PROCESS MAPPINGPROCESS MAPPING

21. Understanding a Process
To 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.

22. 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

23. WHY USE FLOWCHARTS

24. PROCESS MAPPINGPROCESS MAPPING

25. WHEN TO USE FLOWCHARTS

26. Custome
r Service
Demand
Fulfillment
Demand
Generatio
n
New Product
Development
ShippingPackingProducing
Ordering
materials
PackagingSealingFillingMixing
Level
1
Level
2
Level 3
STARTING AT THE TOP
Key business activities can be defined at different levels of
the organisation

27. PROCESS MAPPINGPROCESS MAPPING

29. BASIC VS. ACTIVITY FLOWCHARTS

30. BASIC VS. ACTIVITY FLOWCHARTS

31. BASIC VS. ACTIVITY FLOWCHARTS

32. BASIC VS. ACTIVITY FLOWCHARTS
Start
Step 1 Step 2 Step 3 Step 4
End

35. 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

36. HOW TO CREATE FLOWCHARTS
When creating a flowchart, work
with a group so you can get multiple
viewpoints.
Brainstorm action steps
Write these on self-stick notes or on
a flipchart
Make sure to include the steps that
occur when things go wrong

37. 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

38. FOUR PERSPECTIVES
Flowcharts 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.

39. Processes and Complexity
Compare 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 size
Select
orientation
Select number
of copies Start copier Copier
runs
Another
page?
Remove
original
Collect
copies
Staple
Clear
Modes
Leave
room
Yes
No

41. VALUE-ADDED AND NONVALUE-ADDED STEPS
Value-Added Step:
Customers are willing to pay for it.
It physically changes the product
It’s done right the first time.
Non-Value Added Step:
Is not essential to produce output.
Does not add value to the output.

42. Non-Value Added Step:
Includes:
Defects, errors, omissions.
Preparation/setup,
Over-production, processing,
inventory
Transporting, motion, waiting,
delays

43. Value-Added Activities

44. Value-Added Activities

45. Non Value Added Activities

46. Non Value Added Activities

47. Non Value Added Activities

52. CYCLE TIME REDUCTION
Understanding 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
Value
Adding
Processing
time

53. CYCLE TIME REDUCTION
Reducing cycle time:
• Helps increase predictability in the
process
• Helps reduce waste and rework,
which reduces costs.
• Provides a competitive advantage by
reducing cycle time.

54. MEASURING CYCLE TIME
1. 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.

55. Process
Step
Cumulative
Time
VA
Time
NVA
Time
Notes

56. VALUE ANALYSIS MATRIX
You 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.

57. 100%100Total
30%30Transporting/
Motion
52%52Delay
6%6Control/
Inspection
Prep/Setup
10%10Fixing Errors
Non Value
added
2%2Value Added
100%10020101106201011012Time (Hours)
%TotalTotal
10987654321Process Step

59. BOTTLENECKS
Bottlenecks 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?

60. WHEN TO GO FOR DESIGN
EXCELLENCE

61. WHEN TO GO FOR DESIGN
EXCELLENCE
Next 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.

62. Process mapping
Become aware of the Problem.
Describe the Problem
Define & Verify the root causes
Identify potential root causes
Select likely causes
Is the potential cause a root cause
Yes
Identify alternative solutions
Verify corrective actions
Implement permanent actions
Prevent Recurrence
Congratulate your team

63. QUALITY AND PROCESSES
Quality 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.

64. QUALITY AND PROCESSES
Simply 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.