SlideShare une entreprise Scribd logo
1  sur  23
Télécharger pour lire hors ligne
Company
LOGO
Metrics-Based Process Mapping
Part 2 of 3
2
Karen Martin, Principal
Karen Martin & Associates
www.ksmartin.com
Mike Osterling, President
Osterling Consulting
www.mosterling.com
Chapter 12 –
Metrics-Based Process Mapping
(manual method)
Excel Tool for Archiving
Completed Maps
Available from Productivity Press, Amazon, or any
major bookseller
About Us
© 2010 Karen Martin & Associates 3
Metrics-Based Process Mapping:
Three-Part Series
Part 1: Document the current state.
Part 2: Analyze the current state; design
and implement the future state.
Part 3: Document the improved process.
© 2010 Karen Martin & Associates 4
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
Metrics-Based Process Mapping
(MBPM)
© 2010 Karen Martin & Associates 6
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. Define 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.
 Longest LTs, Low %C&As, High PTs, Low step-specific ARs
Step 6: Define the “Timeline Critical Path”
For parallel activities: Chose the longest LT unless a
“dead-end” activity
Step 7: Create the Timeline
© 2010 Karen Martin & Associates
Document the Current State
Step 8 – Calculate the summary metrics
 Critical Path (timeline) PT Sum
 Critical Path (timeline) LT Sum
 % Activity
 (PT Sum/Total LT Sum) x 100
 Rolled First Pass Yield (RFPY)
 %C&A x %C&A x %C&A…
 Include ALL post-its, not just critical path
 Labor Requirements (see next slide)
9
© 2010 Karen Martin & Associates
Summary Metrics: Labor Requirements
Total PT
 Sum of all activities, not just timeline
Labor Requirements
10
Total PT (in hrs) X # occurrences per year
# FTEs*
Available work hrs per year per employee
=
* FTE = Full-time Equivalent (e.g. Two half-time employees = 1 FTE)
Available work
hour per year
per employee
= 2,080 – (paid holidays + paid vacations)
© 2010 Karen Martin & Associates
Summary Metrics:
Current State Findings
11
Metric Current State
Projected
Future State
Projected %
Improvement
Timeline Process Time
Sum
Timeline Lead Time Sum
Activity Ratio
Rolled First Pass Yield
Total Process Time
Labor requirements
Freed capacity (FTEs)
© 2010 Karen Martin & Associates
Document the Current State
Step 9 – Identify the value-adding (VA)
and necessary non-value-adding (N)
activities
 Use small colored post-its labeled with “VA” or
“N”.
 All unlabelled post-its represent waste.
 NOTE – this is the first of two “bridge steps”
between current state documentation and
future state design.
12
© 2010 Karen Martin & Associates 13
Defining 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
service provided or product sold to the
customer.
 Necessary - regulatory or necessary for the
business to function effectively, etc.
 Unnecessary - everything else - WASTE
© 2010 Karen Martin & Associates
Step 9: Label the value-adding (VA) and
necessary non-value adding (N) activities
14
Step 10: Circle the data that indicates the
greatest need for improvement
Greatest need for
improvement:
• High LT
• High PT
• Low PT/LT ratio
• %C&A below 80%
• Other barriers to flow
Root Cause Analysis: 4 Key Tools
CauseCause--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?
Paret o Chart
Credit Applicat ion Delays
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 Si gna t ur e I ns uf f i c i e nt
B a nk I nf o
N o pr i or
a ddr e s s
C ur r e nt
C us t ome r
N o C r e di t
H i s t or y
O t he r
Reason f or Delay
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
TallyReason
|Equipment failure
|||||||||||||Changing customer
requirements w/ no
adjustment to expected
delivery
||||||||||Order entry error
|||Staffing/absenteeism
|||||Quality issue requiring
rework
|||||||Material shortage
TallyReason
Future State Design Considerations
 Eliminate steps / handoffs
 Combine steps
 Create parallel paths
 Alter task sequencing
and/or timing
 Implement pull systems
 Reduce / eliminate batches
 Improve quality
 Create an organized, visual
workplace
 Reduce changeover
 Eliminate motion &
transportation
 Standardize work
 Eliminate unnecessary
approvals /
authorizations
 Stop performing non-
value adding (NVA)
tasks
 Co-locate functions
based on flow; create
cells (teams of cross-
functional staff)
 Balance work to meet
takt time requirements
17
© 2010 Karen Martin & Associates
Summary Metrics:
Projected Future State Results
18
Metric Current State
Projected
Future State
Projected %
Improvement
Timeline Process Time
Sum
Timeline Lead Time Sum
Activity Ratio
Rolled First Pass Yield
Total Process Time
Labor requirements
Freed capacity (FTEs)
© 2010 Karen Martin & Associates
Summary Metrics: Labor Requirements
Total PT
 Sum of all activities, not just timeline
Labor Requirements
19
Total PT (in hrs) X # occurrences/year
# FTEs
Available work hrs/year/employee
=
* FTE = Full-time Equivalent (2 half time employees = 1 FTE)
Freed
Capacity
= Current State FTEs – Future State FTEs
PACE Improvement Prioritization Grid
High Low
Anticipated Benefit
EaseofImplementation
DifficultEasy
20
7
5
13
4 23
1
228
9
2
10
16
11
6
12
14
19
15
17
3
21
18
Value Stream
1 2 3 4 5 6 7 8 9 10 11 12
2 Improve quality of referral KE Sean O'Ryan
3, 4
Reduce lead time beween schedulingand
preregistration steps
PROJ
Dianne
Prichard
5, 6
Eliminate the need for two patient check-
ins
KE
Michael
O'Shea
6 Eliminate bottleneck in waiting area KE
Dianne
Prichard
9
Eliminate lead time associated with
transcription step
PROJ Sam Parks
10 Eliminate batched reading KE Sam Parks
7
Reduce inventory costs, regulatory risk
and storage needs
KE
Michael
O'Shea
12 Reduce delay in report delivery PROJ Martha Allen
12 Reduce delay in report delivery KE Martha Allen
Implement voice recognition technology
Reduce setup required
Cross-train and colocate work teams
Implement additional fax ports
Collect copays in Imaging
Balance work / level demand
5S CT supplies area; implement kanban
Value Stream Mapping Facilitator
Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)
Approvals
Executive Sponsor Value Stream Champion
Signature:
Date: Date: Date:
Signature: Signature:
Block
#
Goal / Objective Improvement Activity
Implement standard work for referral
process
Type Owner
Implementation Schedule (weeks) Date
Complete
Date Created
11/21/2007
Allen Ward
Sally McKinsey
Dave Parks 12/13/2007
10/18/2007 1/10/2008
Future State Implementation Plan
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Implementation Plan Review Dates
11/1/2007
Outpatient Imaging
Create an Action Plan: Who, What, When, Where, and How?
© 2010 Karen Martin & Associates 22
Metrics-Based Process Mapping:
Three-Part Series
Part 1: Document the current state.
Part 2: Analyze the current state; design
and implement the future state.
Part 3: Document the improved process.
© 2010 Karen Martin & Associates 23
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Visit us on Twitter, Linked In,
Facebook, YouTube
For Further Questions

Contenu connexe

Tendances

Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingOperational Excellence Consulting
 
WEBINAR: How Leaders Support and Build a Culture of Process Improvement
WEBINAR: How Leaders Support and Build a Culture of Process ImprovementWEBINAR: How Leaders Support and Build a Culture of Process Improvement
WEBINAR: How Leaders Support and Build a Culture of Process ImprovementGoLeanSixSigma.com
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream MappingTKMG, Inc.
 
Business process mapping
Business process mappingBusiness process mapping
Business process mappingNiyati Mehta
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping TKMG, Inc.
 
Lean Concept of Waste
Lean Concept of WasteLean Concept of Waste
Lean Concept of WasteCIToolkit
 
Value Stream Mapping in Office and Service
Value Stream Mapping in Office and ServiceValue Stream Mapping in Office and Service
Value Stream Mapping in Office and ServiceTKMG, Inc.
 
Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A JourneyAnand Subramaniam
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - YouTKMG, Inc.
 

Tendances (20)

Lean 101
Lean 101Lean 101
Lean 101
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management Practice
 
We've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not peopleWe've Had it All Wrong: Manage Processes, Not people
We've Had it All Wrong: Manage Processes, Not people
 
Value Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence ConsultingValue Stream Mapping Project Template by Operational Excellence Consulting
Value Stream Mapping Project Template by Operational Excellence Consulting
 
WEBINAR: How Leaders Support and Build a Culture of Process Improvement
WEBINAR: How Leaders Support and Build a Culture of Process ImprovementWEBINAR: How Leaders Support and Build a Culture of Process Improvement
WEBINAR: How Leaders Support and Build a Culture of Process Improvement
 
#8 Root Cause Analysis
#8 Root Cause Analysis#8 Root Cause Analysis
#8 Root Cause Analysis
 
Metrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based SolutionMetrics-Based Process Mapping: An Excel-Based Solution
Metrics-Based Process Mapping: An Excel-Based Solution
 
Process mapping
Process mappingProcess mapping
Process mapping
 
Introduction To Lean
Introduction To LeanIntroduction To Lean
Introduction To Lean
 
Value Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to SuccessValue Stream Transformation: 10 Keys to Success
Value Stream Transformation: 10 Keys to Success
 
090 Process Mapping
090 Process Mapping090 Process Mapping
090 Process Mapping
 
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...
 
Value Stream Mapping
Value Stream MappingValue Stream Mapping
Value Stream Mapping
 
Business process mapping
Business process mappingBusiness process mapping
Business process mapping
 
Metrics-Based Process Mapping
Metrics-Based Process Mapping Metrics-Based Process Mapping
Metrics-Based Process Mapping
 
Lean Concept of Waste
Lean Concept of WasteLean Concept of Waste
Lean Concept of Waste
 
Value Stream Mapping in Office and Service
Value Stream Mapping in Office and ServiceValue Stream Mapping in Office and Service
Value Stream Mapping in Office and Service
 
Value stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environmentsValue stream mapping for non manufacturing environments
Value stream mapping for non manufacturing environments
 
Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A Journey
 
Clarity First - You
Clarity First - YouClarity First - You
Clarity First - You
 

Similaire à Metrics-Based Process Mapping: Part 2 of 3

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
DTS_Standardized Manufacturing (New Template) Rev 4
DTS_Standardized Manufacturing (New Template) Rev 4DTS_Standardized Manufacturing (New Template) Rev 4
DTS_Standardized Manufacturing (New Template) Rev 4Larry Thompson, MfgT.
 
Value Stream Mapping Process
Value Stream Mapping ProcessValue Stream Mapping Process
Value Stream Mapping ProcessAnand Subramaniam
 
Improve phase lean six sigma tollgate template
Improve phase   lean six sigma tollgate templateImprove phase   lean six sigma tollgate template
Improve phase lean six sigma tollgate templateSteven Bonacorsi
 
Improve phase lean six sigma tollgate template
Improve phase   lean six sigma tollgate templateImprove phase   lean six sigma tollgate template
Improve phase lean six sigma tollgate templateSteven Bonacorsi
 
Value stream mapping training
Value stream mapping trainingValue stream mapping training
Value stream mapping trainingJusto Castellon
 
Value Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsValue Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
 
Sap Approach
Sap ApproachSap Approach
Sap ApproachJacques
 
Work Standardization & Metrics-Based Process Mapping
Work Standardization & Metrics-Based Process MappingWork Standardization & Metrics-Based Process Mapping
Work Standardization & Metrics-Based Process MappingTKMG, Inc.
 
Analyze phase lean six sigma tollgate template
Analyze phase   lean six sigma tollgate templateAnalyze phase   lean six sigma tollgate template
Analyze phase lean six sigma tollgate templateSteven Bonacorsi
 
Analyze Phase Lean Six Sigma Tollgate Templates
Analyze Phase Lean Six Sigma Tollgate TemplatesAnalyze Phase Lean Six Sigma Tollgate Templates
Analyze Phase Lean Six Sigma Tollgate TemplatesSteven Bonacorsi
 
Control phase lean six sigma tollgate template
Control phase   lean six sigma tollgate templateControl phase   lean six sigma tollgate template
Control phase lean six sigma tollgate templateSteven Bonacorsi
 
Control phase lean six sigma tollgate template
Control phase   lean six sigma tollgate templateControl phase   lean six sigma tollgate template
Control phase lean six sigma tollgate templateSteven Bonacorsi
 
Department Structure
Department StructureDepartment Structure
Department StructureG.J. dePillis
 
Six Sigma for Beginners- Yellow and Green Belt
Six Sigma for Beginners- Yellow and Green BeltSix Sigma for Beginners- Yellow and Green Belt
Six Sigma for Beginners- Yellow and Green BeltRajiv Tiwari
 
The Complete Lean Enterprise
The Complete Lean EnterpriseThe Complete Lean Enterprise
The Complete Lean EnterpriseYucika Kalvari
 
Time & labor toolbox the tools you need for a successful implementation to p...
Time & labor toolbox  the tools you need for a successful implementation to p...Time & labor toolbox  the tools you need for a successful implementation to p...
Time & labor toolbox the tools you need for a successful implementation to p...Hazelknight Media & Entertainment Pvt Ltd
 

Similaire à Metrics-Based Process Mapping: Part 2 of 3 (20)

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
VSM – Current & Future
VSM – Current & FutureVSM – Current & Future
VSM – Current & Future
 
DTS_Standardized Manufacturing (New Template) Rev 4
DTS_Standardized Manufacturing (New Template) Rev 4DTS_Standardized Manufacturing (New Template) Rev 4
DTS_Standardized Manufacturing (New Template) Rev 4
 
Value Stream Mapping Process
Value Stream Mapping ProcessValue Stream Mapping Process
Value Stream Mapping Process
 
Improve phase lean six sigma tollgate template
Improve phase   lean six sigma tollgate templateImprove phase   lean six sigma tollgate template
Improve phase lean six sigma tollgate template
 
Improve phase lean six sigma tollgate template
Improve phase   lean six sigma tollgate templateImprove phase   lean six sigma tollgate template
Improve phase lean six sigma tollgate template
 
Value stream mapping training
Value stream mapping trainingValue stream mapping training
Value stream mapping training
 
Value Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing EnvironmentsValue Stream Mapping in Non-Manufacturing Environments
Value Stream Mapping in Non-Manufacturing Environments
 
IT Processes & Systems
IT Processes & SystemsIT Processes & Systems
IT Processes & Systems
 
Sap Approach
Sap ApproachSap Approach
Sap Approach
 
Work Standardization & Metrics-Based Process Mapping
Work Standardization & Metrics-Based Process MappingWork Standardization & Metrics-Based Process Mapping
Work Standardization & Metrics-Based Process Mapping
 
Analyze phase lean six sigma tollgate template
Analyze phase   lean six sigma tollgate templateAnalyze phase   lean six sigma tollgate template
Analyze phase lean six sigma tollgate template
 
Analyze Phase Lean Six Sigma Tollgate Templates
Analyze Phase Lean Six Sigma Tollgate TemplatesAnalyze Phase Lean Six Sigma Tollgate Templates
Analyze Phase Lean Six Sigma Tollgate Templates
 
Control phase lean six sigma tollgate template
Control phase   lean six sigma tollgate templateControl phase   lean six sigma tollgate template
Control phase lean six sigma tollgate template
 
Control phase lean six sigma tollgate template
Control phase   lean six sigma tollgate templateControl phase   lean six sigma tollgate template
Control phase lean six sigma tollgate template
 
Department Structure
Department StructureDepartment Structure
Department Structure
 
Six Sigma for Beginners- Yellow and Green Belt
Six Sigma for Beginners- Yellow and Green BeltSix Sigma for Beginners- Yellow and Green Belt
Six Sigma for Beginners- Yellow and Green Belt
 
LeanSixSigmaProjectPresentation
LeanSixSigmaProjectPresentationLeanSixSigmaProjectPresentation
LeanSixSigmaProjectPresentation
 
The Complete Lean Enterprise
The Complete Lean EnterpriseThe Complete Lean Enterprise
The Complete Lean Enterprise
 
Time & labor toolbox the tools you need for a successful implementation to p...
Time & labor toolbox  the tools you need for a successful implementation to p...Time & labor toolbox  the tools you need for a successful implementation to p...
Time & labor toolbox the tools you need for a successful implementation to p...
 

Plus de TKMG, Inc.

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process MappingTKMG, Inc.
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean ManagementTKMG, Inc.
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsTKMG, Inc.
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving TKMG, Inc.
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & PerformanceTKMG, Inc.
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesTKMG, Inc.
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleTKMG, Inc.
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management SystemsTKMG, Inc.
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeTKMG, Inc.
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3TKMG, Inc.
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3TKMG, Inc.
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training TipsTKMG, Inc.
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI CultureTKMG, Inc.
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesTKMG, Inc.
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSATKMG, Inc.
 

Plus de TKMG, Inc. (20)

Metrics-Based Process Mapping
Metrics-Based Process MappingMetrics-Based Process Mapping
Metrics-Based Process Mapping
 
Clarity the Essence of Lean Management
Clarity the Essence of Lean ManagementClarity the Essence of Lean Management
Clarity the Essence of Lean Management
 
CLEAR Problem-Solving Questions
CLEAR Problem-Solving QuestionsCLEAR Problem-Solving Questions
CLEAR Problem-Solving Questions
 
Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.Clarity First: What it is. Why you need it. How to get it.
Clarity First: What it is. Why you need it. How to get it.
 
Clarity First - Problem Solving
Clarity First - Problem Solving Clarity First - Problem Solving
Clarity First - Problem Solving
 
Clarity First: Process & Performance
Clarity First: Process & PerformanceClarity First: Process & Performance
Clarity First: Process & Performance
 
Clarity First: Purpose and Priorities
Clarity First: Purpose and PrioritiesClarity First: Purpose and Priorities
Clarity First: Purpose and Priorities
 
Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)Clarity First: Overview (1 of 5 webinars)
Clarity First: Overview (1 of 5 webinars)
 
Know How Data is Calculated - OEE example
Know How Data is Calculated - OEE exampleKnow How Data is Calculated - OEE example
Know How Data is Calculated - OEE example
 
Daily Management Systems
Daily Management SystemsDaily Management Systems
Daily Management Systems
 
The Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable SystemThe Trust Factor: Eliminating Waste with a Reliable System
The Trust Factor: Eliminating Waste with a Reliable System
 
Metrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount CodeMetrics Based Process Mapping Discount Code
Metrics Based Process Mapping Discount Code
 
Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3Lean Leadership - Part 3 of 3
Lean Leadership - Part 3 of 3
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)Building the Fit Organization (with guest presenter Dan Markovitz)
Building the Fit Organization (with guest presenter Dan Markovitz)
 
Process Change: Communication & Training Tips
Process Change:  Communication & Training TipsProcess Change:  Communication & Training Tips
Process Change: Communication & Training Tips
 
Lean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob StollerLean and the Corporate Agenda with Guest Jacob Stoller
Lean and the Corporate Agenda with Guest Jacob Stoller
 
How to Truly Establish a CI Culture
How to Truly Establish a CI CultureHow to Truly Establish a CI Culture
How to Truly Establish a CI Culture
 
Lean and Your Top & Bottom Lines
Lean and Your Top & Bottom LinesLean and Your Top & Bottom Lines
Lean and Your Top & Bottom Lines
 
Problem Solving: The P in PDSA
Problem Solving: The P in PDSAProblem Solving: The P in PDSA
Problem Solving: The P in PDSA
 

Dernier

Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfHajeJanKamps
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfSourav Sikder
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView
 

Dernier (20)

Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
PDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdfPDT 88 - 4 million seed - Seed - Protecto.pdf
PDT 88 - 4 million seed - Seed - Protecto.pdf
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdfChicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
Chicago Medical Malpractice Lawyer Chicago Medical Malpractice Lawyer.pdf
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
TalentView Webinar: Empowering the Modern Workforce_ Redefininig Success from...
 

Metrics-Based Process Mapping: Part 2 of 3

  • 2. 2 Karen Martin, Principal Karen Martin & Associates www.ksmartin.com Mike Osterling, President Osterling Consulting www.mosterling.com Chapter 12 – Metrics-Based Process Mapping (manual method) Excel Tool for Archiving Completed Maps Available from Productivity Press, Amazon, or any major bookseller About Us
  • 3. © 2010 Karen Martin & Associates 3 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state. Part 2: Analyze the current state; design and implement the future state. Part 3: Document the improved process.
  • 4. © 2010 Karen Martin & Associates 4 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
  • 6. © 2010 Karen Martin & Associates 6 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. Define 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.  Longest LTs, Low %C&As, High PTs, Low step-specific ARs
  • 7. Step 6: Define the “Timeline Critical Path” For parallel activities: Chose the longest LT unless a “dead-end” activity
  • 8. Step 7: Create the Timeline
  • 9. © 2010 Karen Martin & Associates Document the Current State Step 8 – Calculate the summary metrics  Critical Path (timeline) PT Sum  Critical Path (timeline) LT Sum  % Activity  (PT Sum/Total LT Sum) x 100  Rolled First Pass Yield (RFPY)  %C&A x %C&A x %C&A…  Include ALL post-its, not just critical path  Labor Requirements (see next slide) 9
  • 10. © 2010 Karen Martin & Associates Summary Metrics: Labor Requirements Total PT  Sum of all activities, not just timeline Labor Requirements 10 Total PT (in hrs) X # occurrences per year # FTEs* Available work hrs per year per employee = * FTE = Full-time Equivalent (e.g. Two half-time employees = 1 FTE) Available work hour per year per employee = 2,080 – (paid holidays + paid vacations)
  • 11. © 2010 Karen Martin & Associates Summary Metrics: Current State Findings 11 Metric Current State Projected Future State Projected % Improvement Timeline Process Time Sum Timeline Lead Time Sum Activity Ratio Rolled First Pass Yield Total Process Time Labor requirements Freed capacity (FTEs)
  • 12. © 2010 Karen Martin & Associates Document the Current State Step 9 – Identify the value-adding (VA) and necessary non-value-adding (N) activities  Use small colored post-its labeled with “VA” or “N”.  All unlabelled post-its represent waste.  NOTE – this is the first of two “bridge steps” between current state documentation and future state design. 12
  • 13. © 2010 Karen Martin & Associates 13 Defining 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 service provided or product sold to the customer.  Necessary - regulatory or necessary for the business to function effectively, etc.  Unnecessary - everything else - WASTE
  • 14. © 2010 Karen Martin & Associates Step 9: Label the value-adding (VA) and necessary non-value adding (N) activities 14
  • 15. Step 10: Circle the data that indicates the greatest need for improvement Greatest need for improvement: • High LT • High PT • Low PT/LT ratio • %C&A below 80% • Other barriers to flow
  • 16. Root Cause Analysis: 4 Key Tools CauseCause--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? Paret o Chart Credit Applicat ion Delays 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 Si gna t ur e I ns uf f i c i e nt B a nk I nf o N o pr i or a ddr e s s C ur r e nt C us t ome r N o C r e di t H i s t or y O t he r Reason f or Delay 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 TallyReason |Equipment failure |||||||||||||Changing customer requirements w/ no adjustment to expected delivery ||||||||||Order entry error |||Staffing/absenteeism |||||Quality issue requiring rework |||||||Material shortage TallyReason
  • 17. Future State Design Considerations  Eliminate steps / handoffs  Combine steps  Create parallel paths  Alter task sequencing and/or timing  Implement pull systems  Reduce / eliminate batches  Improve quality  Create an organized, visual workplace  Reduce changeover  Eliminate motion & transportation  Standardize work  Eliminate unnecessary approvals / authorizations  Stop performing non- value adding (NVA) tasks  Co-locate functions based on flow; create cells (teams of cross- functional staff)  Balance work to meet takt time requirements 17
  • 18. © 2010 Karen Martin & Associates Summary Metrics: Projected Future State Results 18 Metric Current State Projected Future State Projected % Improvement Timeline Process Time Sum Timeline Lead Time Sum Activity Ratio Rolled First Pass Yield Total Process Time Labor requirements Freed capacity (FTEs)
  • 19. © 2010 Karen Martin & Associates Summary Metrics: Labor Requirements Total PT  Sum of all activities, not just timeline Labor Requirements 19 Total PT (in hrs) X # occurrences/year # FTEs Available work hrs/year/employee = * FTE = Full-time Equivalent (2 half time employees = 1 FTE) Freed Capacity = Current State FTEs – Future State FTEs
  • 20. PACE Improvement Prioritization Grid High Low Anticipated Benefit EaseofImplementation DifficultEasy 20 7 5 13 4 23 1 228 9 2 10 16 11 6 12 14 19 15 17 3 21 18
  • 21. Value Stream 1 2 3 4 5 6 7 8 9 10 11 12 2 Improve quality of referral KE Sean O'Ryan 3, 4 Reduce lead time beween schedulingand preregistration steps PROJ Dianne Prichard 5, 6 Eliminate the need for two patient check- ins KE Michael O'Shea 6 Eliminate bottleneck in waiting area KE Dianne Prichard 9 Eliminate lead time associated with transcription step PROJ Sam Parks 10 Eliminate batched reading KE Sam Parks 7 Reduce inventory costs, regulatory risk and storage needs KE Michael O'Shea 12 Reduce delay in report delivery PROJ Martha Allen 12 Reduce delay in report delivery KE Martha Allen Implement voice recognition technology Reduce setup required Cross-train and colocate work teams Implement additional fax ports Collect copays in Imaging Balance work / level demand 5S CT supplies area; implement kanban Value Stream Mapping Facilitator Increase percentage of physicians receiving electronic delivery (rather than hard copy) Approvals Executive Sponsor Value Stream Champion Signature: Date: Date: Date: Signature: Signature: Block # Goal / Objective Improvement Activity Implement standard work for referral process Type Owner Implementation Schedule (weeks) Date Complete Date Created 11/21/2007 Allen Ward Sally McKinsey Dave Parks 12/13/2007 10/18/2007 1/10/2008 Future State Implementation Plan Executive Sponsor Value Stream Champion Value Stream Mapping Facilitator Implementation Plan Review Dates 11/1/2007 Outpatient Imaging Create an Action Plan: Who, What, When, Where, and How?
  • 22. © 2010 Karen Martin & Associates 22 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state. Part 2: Analyze the current state; design and implement the future state. Part 3: Document the improved process.
  • 23. © 2010 Karen Martin & Associates 23 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Visit us on Twitter, Linked In, Facebook, YouTube For Further Questions