Recorded webinar: http://slidesha.re/KRisHj Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/MBPMbk Metrics-Based Process Mapping (MBPM) is a powerful tactical-level tool for identifying waste in office, service, and knowledge work environments, building consensus for change, standardizing work, and quantifying improvement. In this webinar, you'll learn how MBPMs differ from value stream maps and learn the step-by-step approach for creating current and future state maps. You'll also be introduced to Karen Martin & Mike Osterling's new edition of Metrics-Based Process Mapping, which features an extensive Excel tool for measuring, sharing, and archiving improved processes.

1. Metrics-Based Process Mapping:
What, When & How
Karen Martin
Webinar
November 29, 2012

2. Materials
www.ksmartin.com/files/webinarmaterials/11‐29‐2012_slides.pdf
www.ksmartin.com/files/webinarmaterials/11‐29‐2012_handout.pdf
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3.  Founder: Karen Martin & Associates, LLC (1993).
 Consultant / Coach: Lead Lean transformations &
develop people in office, service and knowledge
environments.
 Teacher: University of California, San Diego’s
Lean Enterprise program.
 Author:
Karen Martin, Principal
www.ksmartin.com

4. The Work We Do:
Degrees of Granularity
Macro View
(Strategic;
heavy
Value Value Stream
Map
leadership
involvement)
Stream
Process Process Process
Micro View Metrics-Based
(Tactical; Step Step Step Process Map
heavy frontline
involvement)
4

5. Value Stream Maps Serve as Visual “Storyboards”
Makes the disconnects Shows the linkage
and obstacles to flow between material and
visible at a macro level information flow
5

6. Repair & Maintenance
Value Stream Map
Current State Source Refrigeration & HVAC, Inc.
Current State Value Stream Map
Serv ice Deliv ery
Created February 11, 2009
CONFIDENTIAL
Customer
Great
Plains
Verisae Excel
(Customer) Spreadsheet
Special Order (Customer)
Part
Supplier
Tech
Upload time Close call in Process Time
Pick up Part Process A/P
card Verisae Cards
at Parts Store
?% Account
A/P Admin
Tech Manager Payroll Admin
Tech
(West)
PT = 15 mins.
PT = 75 mins. PT = 0 mins. PT = 1 mins. PT = 10 mins.
%C&A = 85%
40% %C&A = 95% %C&A = 70% %C&A = 90% %C&A = 90%
Batch: 1x/day
Batch: 1x/day Batch: 1x/day Batch: 1x/day
Review Enter Invoices
Select & Assess Make Repair; Review Receive
Receive Get Part from Complete Call Review Open Review & Invoices; into Verisae &
Dispatch Tech Problem ?% Call to raise Service Call Cash; Post
customer call Truck in GP Ticket Report Post Invoices Close in Excel; Mail
the NTE Data Payment
Dispatcher & Verisae (Pac) Invoices
Call Center Service Tech Dispatcher Service Billing Admin Posting Admin
Tech Tech Account Collections
Manager Manager Billing Admin
5 m. 120 m. 90 m. 75 m. 120 m. 240 m. 640 m. 6 days 240 mins. 640 m. Manager 120 m. 60 days
PT = 2 mins. PT = 5 mins. PT = 90 mins. PT = 0 mins. PT = 5 mins. PT = 25 mins. PT = 3 mins.
PT = 120 mins. PT = 10 mins.
%C&A = 60% %C&A = 60% %C&A = 90% %C&A = 80% %C&A = 75% %C&A = 98% PT = 10 mins. PT = 4 mins.
%C&A = 40% %C&A = 50%
Batch: 1x/day %C&A = 85% %C&A = 95%
Batch: 2x/day
Batch: 3-5x per wk Batch: 1x/week
0.0833 1.5 10.7 48 10.7 480
hours 2 hours hours 1.25 hours 2 hours 4 hours hours hours 4 hours hours 2 hours hours Lead Time = 572 hours
2 minutes 5 minutes 90 minutes 75 minutes 120 minutes 5 minutes 10 minutes 25 minutes 3 minutes 10 minutes 4 minutes Process Time = 349 minutes
Acronym Key
%C&A %Complete and Accurate Lead Time to invoice = 86.2 hrs
AR Activity Ratio Process Time =5.9 hrs.
FTE Full Time Equivalent NOTE: Business hours
LT Lead Time Activity Ratio = 6.8%
RFPY = 1.1%
PT Process Time
Lead time to cash = ? days
RFPY Rolled First Pass Yield

7. Current State Value Stream Map
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time 1920 seconds)
Pre-register Schedule 8 hours per day
Patient Appointment
Referring
Hospital
Physician
4 1
Lead Time = 24 days 5 3 Lead Time = 990 mins. 6 2 Lead Time = 12 mins.
Cycle Time = 30 mins. Cycle Time = 11 mins. % C&A = 65 %
Lead Time = 990 mins. Lead Time = 12 mins.
% C&A = 100 % % C&A = 98 %
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Symposium E Pay Excel ADS Meditech Internet Fax Order PACS
Waiting Room Auto Fax 50%
Solutions
Management Us Mail 25%
System
MD Mailbox 25%
Rework Loop
via Fax 25% of
the time
Prep Complete Transmit Read/Dictate Transcribe Review Print Send
Check-in Check-in
Patient Exam Images Exam Report Draft/Sign Reports Reports
Patient Patient
(Tech) (Tech) (Tech) (Radiologist) (MDI) (Radiologist) (Imaging) (Imaging)
(Admitting) (Imaging)
5 mins.
5
5 5 mins.
3
6 45 mins. 2 7 30 mins.
2 8 5 mins.
2 9 248 mins.
2 10 365 mins.
6 11 960 mins.
2 12 110 mins.
2 13 120 mins.
6 14
Cycle Time = 2 mins. Cycle Time = 1 mins. Cycle Time = 10 mins. Cycle Time = 15 mins. Cycle Time = 3 mins. Cycle Time = 15 mins. Cycle Time = 5 mins. Cycle Time = 1 mins. Cycle Time = 1 mins. Cycle Time = 3 mins.
% C&A = 90 % % C&A = 98 % % C&A = 100 % % C&A = 90 % % C&A = 100 % % C&A = 95 % % C&A = 75 % % C&A = 95 % % C&A = 99 % % C&A = 90 %
5 minutes 45 minutes 30 minutes 5 minutes 248 minutes 365 minutes 960 minutes 110 minutes 120 minutes L/T = 13464 minutes
2 minutes 11520 1 minutes 10 minutes 15 minutes 3 minutes 15 minutes 5 minutes 1 minutes 1 minutes 3 minutes VA/T = 11576 minutes
minutes
Rolled First Pass
yield = 29%

8. Traditional Mapping Method:
Process Flow Chart
How is this process performing?
8

9. Traditional Swim Lane Process Maps
How do we know what to improve?
9

10. Are your processes
even documented?
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11. 2004:
The Birth of Metrics‐Based Process Mapping
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12. Just Released!
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13. 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
Highlights the disconnects / wastes / delays in a
process.
 Keeps the improvement focus properly directed
Serves as standard work for workforce training
and process monitoring.
13

14. Metrics-Based Process Mapping
(MBPM)

15. 15

16. Mapping Preparation
 Select a skilled, objective facilitator.
 Scope the process being mapped
 Opt for narrow current state focus so you can explore deeply and minimize variation.
 No decision trees in MBPM (interferes w/ timeline); loopbacks are “linearized.”
 Select a cross-functional team of no more than 10.
 Process workers (30-50% of the team)
 Upstream suppliers
 Downstream customers
 Subject matter experts (e.g. I.T., legal, etc.)
 Outside eyes
 Draw 6” wide swim lanes on the 36” paper.
 Pre-drawn lines – template available:
http://www.scribd.com/doc/114904601/Metrics-Based-Process-
Mapping
 Chalk line
 Manually draw
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17. Metrics-Based Process Mapping:
Four Stages
Document the current state (the P in PDSA)
Analyze the current state
Design, test, refine and implement the future
state
Document the improved process
Continuously monitor and improve the
process
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18. Creating the Current State Metrics-
Based Process Map:
10 Steps
1. Label the map.
2. List functions.
3. Document all activities/steps.
4. Number the activities.
5. Add step-specific metrics & other relevant info.
6. Define timeline critical path.
7. Create the timeline.
8. Calculate summary metrics.
9. Identify value-adding and necessary non-value-adding
steps.
10. Circle high priority improvement needs.
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19. Step 1: Label the map
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names

20. Step 2: List functions involved in process.
Process Name
Function A
Included/Excluded Conditions
Current State MBPM
Date
Function B
Facilitator and/or Team Names
Function C
Function D
Function E
Function F
Include external functions, if appropriate (e.g. customers, suppliers/contractors, etc.)

21. Step 3: Document all activities (steps) on
3 x 6” post-its; place sequentially.
Step Step Parallel Steps
1 2 (concurrent
activities)
Ticking clock

22. Step 3: Document all
activities/steps on 3 x 6” Post-its
Use verb/noun format; clear and concise.
Include function.
Separate tasks that have different quality outputs
or timeframes; combine tasks otherwise.
Place post-its in appropriate swim lane,
sequentially (according to the ticking clock).
Be “the thing.”
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23. Step 3: Document task & function
Activity
(Verb / Noun)
Function that
performs the
task

24. Step 4: Number the Activities
Step #
Note: For parallel
activities, use
alpha modifiers --
e.g. 8A, 8B, etc.

25. Step 5: Add step-specific information
Barriers to Flow
(if relevant)
# Staff • Batching
(if relevant)
• Shared
resources
• System
downtime
• Etc.
PT (Process Time)
% Complete &
Accurate LT (Lead Time)

26. Key Lean 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
 aka throughput time, turnaround time, elapsed time
 Includes Process Time
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27. Step-Specific Lead Time vs. Process Time
Lead Time
Process Time
Work Work passed
Received to next step
LT = PT + Waiting / Delays
27

28. Key Lean Metrics: 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.
 If workers further downstream deem the output from a
particular step to be less than 100%, multiply their
assessment of quality with the previous assessments.
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29. Dealing with high variation metrics
Map the rule (80%), not the exceptions
(20%).
 For metrics with ranges, use the median.
Continue to add conditions to your scope if
you need to.
 To minimize “it depends” answers.
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30. Step 6: Define the “Timeline Critical Path”
For parallel activities: Chose the longest LT unless a
“dead-end” activity

31. Complex Process with Many Concurrent
Activities (Parallel Steps)
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32. Step 7: Create the Timeline

33. Step 8 – Calculate Summary Metrics
Timeline PT Sum
Timeline LT Sum
% Activity
 (PT Sum/Total LT Sum) x 100
Rolled %C&A
 %C&A x %C&A x %C&A…
 Include ALL post-its, not just critical path
Labor requirements (next slide)
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34. Summary Metrics: Labor Effort
Total PT
 Sum of all activities, not just timeline
Labor Requirements
Total PT (in hrs) X # occurrences/year
# FTEs* =
Available work hrs/year/employee**
* FTE = Full-Time Equivalent (2 half-time employees = 1 FTE)
**Available work hrs/yr/employee = # full-time hrs – paid holidays, vacation & sick time.
Full time is typically 2,080 hrs per year.
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35. Metrics-Based Process Mapping
Current State Summary Metrics
Projected Projected %
Metric Current State
Future State Improvement
Timeline PT 110 mins
Timeline LT 7 days
% Activity 3.3%
Rolled %C&A 9.2%
Total Process
170 mins
Time
Labor Effort 1/7 FTEs

36. Step 9: Label the value-adding (VA) and
necessary non-value adding (N) activities
36

37. Customer-Defined Value
Value-Adding (VA) - any operation or activity
your external customers value and are (or
would be) willing to pay for.
Non-Value-Adding (NVA) - any operation or
activity that consumes time and/or resources but
does not add value to the product (good or
service) the customer receives.
 Necessary – support processes, regulatory
requirements, etc.
 Unnecessary – everything else - WASTE
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38. Step 10: Circle the data that indicates
the greatest need for improvement

39. Typical Current State Findings
Islands of value-adding activities
All other time is “waste.”
Rework
First Step Last Step
Adding Value
Future State Design: How can we progress from one
“VA” or “N” step to the next and eliminate all waste?
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40. Future State Design Options
Shorten timeline; reduce labor effort
 Eliminate unnecessary steps/handoffs
 Combine work; move work in parallel
 Create continuous (one-piece) flow; use pull
systems when needed
 Level demand
 Balance work
Improve quality & predictability
 Standardize work
 Error-proof work
 Make problems visual so they can be fixed
immediately
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41. Future State Projected Summary Metrics:
Labor Requirements
Total PT
 Sum of all activities, not just timeline
Labor Requirements
Total PT (in hrs) X # occurrences/year
# FTEs =
Available work hrs/year/employee
Freed
= Current State FTEs – Future State FTEs
Capacity
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42. Metrics-Based Process Mapping
Projected Future State Summary Metrics
Projected Projected %
Metric Current State
Future State Improvement
CP PT 110 mins 85 mins 23%
CP LT 7 days 4 days 43%
Activity Ratio 3.3% 4.4% 33%
Rolled %C&A 9.2% 50.4% 448%
Total PT 170 mins 140 mins
Labor effort* 1.7 FTEs 1.4 FTEs 18%
600 hrs =
Freed capacity
0.3 FTEs
*Demand = 1,200 per year
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43. Create an Action Plan: Who, What, When, Where, and How?
Future State Implementation Plan
Value Stream Outpatient Imaging Implementation Plan Review Dates
Executive Sponsor Allen Ward 11/1/2007
Value Stream Champion Sally McKinsey 11/21/2007
Value Stream Mapping Facilitator Dave Parks 12/13/2007
Date Created 10/18/2007 1/10/2008
Block Implementation Schedule (weeks) Date
Goal / Objective Improvement Activity Type Owner
# 1 2 3 4 5 6 7 8 9 10 11 12 Complete
Implement standard work for referral
2 Improve quality of referral KE Sean O'Ryan
process
Reduce lead time beween schedulingand Dianne
3, 4 Cross-train and colocate work teams PROJ
preregistration steps Prichard
Eliminate the need for two patient check- Michael
5, 6 Collect copays in Imaging KE
ins O'Shea
Dianne
6 Eliminate bottleneck in waiting area Balance work / level demand KE
Prichard
Eliminate lead time associated with
9 Implement voice recognition technology PROJ Sam Parks
transcription step
10 Eliminate batched reading Reduce setup required KE Sam Parks
Reduce inventory costs, regulatory risk Michael
7 5S CT supplies area; implement kanban KE
and storage needs O'Shea
12 Reduce delay in report delivery Implement additional fax ports PROJ Martha Allen
Increase percentage of physicians
12 Reduce delay in report delivery receiving electronic delivery (rather than KE Martha Allen
hard copy)
Approvals
Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator
Signature: Signature: Signature:
Date: Date: Date:

44. When Should You Document Electronically?
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 and
other improvement activities
Excel product demo: www.vimeo.com/27016122
 Fast forward to 8:00 to begin tool demo.
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45. The Improved State Becomes Standard Work
0 Current State Metrics-Based Process Map
PT Units Process Details Mapping Team
1 Seconds Hours Process Name Order Fulfillment Diane O'Shea Ryan Austin
0 Minutes Days Specific Conditions Domestic orders through sales force Sean Michaels Mary Townsend
LT Units Occurrences per Year 37,500 Sam Parks
15 Seconds Hours Hours Worked per Day 8 Sally Dampier Facilitator
6 Minutes Days Date Mapped 25-Jun-08 Michael Prichard Dave Morgan
-1 Step # ► 1 2 3 4 5
0 Function /
Department 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
Fax PO to Sales
1 Customer 0 0 45%
Rep
Review PO;
clarify with Fax PO to
2 Sales Rep 20 2 90% 10 4 90%
customer as warehouse
needed
5 Finance
Check inventory
Warehouse / levels; notify Fax PO to Sales
6 5 4 95% 5 0.33 90%
Shipping Sales Rep re: Rep
status
Critical Path PT 0 20 10 5 5
Critical Path LT 0 2 4 4 0.33
Rolled %C&A 45% 90% 90% 95% 90%
Total PT 0 20 10 5 5

46. Color-Coded Summary Metrics Sheet
 The Excel mapping tool auto-calculates:
 Summary time and quality metrics for before and after maps
 Projected % improvement (color-coded for visual ease)
 Staffing requirements
 User-defined metrics

47. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Blog & newsletter: www.ksmartin.com/subscribe
Book info: www.ksmartin.com/MBPM
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