Creating process documentation and standardization for non-formalized activities. Step by step method for documenting a process.

1. 1
Process Development and Implementation

2. 2
What is a Process
• A series of actions directed towards a specific aim
• It’s the sequence of operations and the tools required to
manufacture a product or deliver a service
• It’s a set of actions or supports a set of actions of a value
stream that transforms (adds value to) the product or service

3. 3
Expectations Of a Process
A known and practiced process should have:
• Predictable Outcomes – Reduction of
variance
• Repeatable Activities – Everyone does
it the same way
• Tangible Results – Performance can
be measured and compared to
expectations
• Transferrable - Relevancy for other like
functions/departments

4. 4
How to Define and Document a Process
Initial
Preparation
Discovery Design
Measure &
Review
Implementation

5. 5
Initial Preparation
• Send email to Team Members Arranging First
Meeting
• Conduct a Team Initialization meeting where:
 An overview of the Strategy is given
 The team sets a weekly action planning
schedule
 The team reviews the Action Plan form
 The team “Brainstorms” to fill in the Action
Plan
Initial Preparation Discovery Design Measure & ReviewImplementation
Guidelines for Achieving an AIP
How to Define and Document a Process

6. 6

7. 7
Discovery
Initial Preparation Discovery Design Measure & ReviewImplementation
Guidelines for Achieving an AIP
How to Define and Document a Process
1. Need to establish the current:
‐ Context
‐ Purpose
‐ Description
‐ Scope
‐ Goals and
‐ Related customers & suppliers
2. Review historical performance
3. Document the current process using one of the following
methods:
a. Current State Value Stream Map
b. Flow Chart
c. Outline

8. 8

9. 9
Design
Guidelines for Achieving an AIP
How to Define and Document a Process
1. Brainstorm process improvements to create a new process
2. Document the new process steps and key performance metrics
a. Future State Value Stream Map
b. Flow Chart
c. Outline
3. Update AIP Action Plan and Refine Scorecard
4. The process should be characterized by its:
Responsibilities
Inputs
Outputs
Tools
KSAs – Knowledge, Skills and Abilities
Initial Preparation Discovery Design Measure & ReviewImplementation

10. 10

11. 11
Implementation
Guidelines for Achieving an AIP
How to Define and Document a Process
• Acquire or develop the forms, tools and
examples needed to train and communicate
the new process.
• Create visual management controls where
applicable
Initial Preparation Discovery Design Measure & ReviewImplementation

12. 12

13. 13
Measure & Review
Guidelines for Achieving an AIP
How to Define and Document a Process
• Communicate to the process stakeholders
• Conduct training on the new process
 The process itself and the improvement
ideas (changes made)
• Implement an audit or review that
examines results to expectations with
the AIP
 Duration to determine success
should be at minimum three process
cycles
• Results not meeting expectations require
a countermeasure
• Transition from implementation to
business fundamental
Initial Preparation Discovery Design Measure & ReviewImplementation

14. 14

15. 15
Problem TitleFacilitator:
Team Members:
1. Clarify & Validate the Problem
2. Break Down the Problem/Identify
Performance Gaps
3. Set Improvement Target
4. Determine Root Cause
Approval Information/Signatures:
Start Date: End Date:
6. See Countermeasures Through
7. Confirm Results & Process
8. Standardize Successful Processes
5. Develop Countermeasures
Problem Solving Template

16. 16
Identifying Improvement Opportunities
Problems exist when what is actually happening differs from what should be
happening and we are not certain why
Desired Standard
Deviation = Opportunity
Deviation = Opportunity
Solution
Solution
Established Standards
Actual Situation

17. 17
Problem Solving Tools
 Check Sheet
 Histogram
 Pareto Diagram
 Scatter Diagram
 Run Chart
 Control Chart
 Flow Charts
 Cause and Effect Diagram
 5 Whys

18. 18
 Tool for collecting and organizing facts
and data
 When you need to gather data based on
sample observations in order to begin to
detect patterns. This is the logical point to
start in most problem solving cycles
Check Sheet Histogram
 Data collection and presentation tool for
frequency of occurrence
 When you need to discover and distribute
data by bar graphing the number of units
in each category
Problem Solving Tools

19. 19
 Separates vital few from trivial many;
organizes data from highest value to
lowest
 When you need to display the relative
importance of all conditions in order to:
choose the starting point for problem
solving, monitor success, and identify the
basic cause of a problem
Pareto Diagram Scatter Diagram
 X-y graph to determine the relationship
between variables
 When you need to display what happens
to one variable when another variable
changes in order to test a theory that the
two variables are related
Problem Solving Tools
Height
Weight

20. 20
 Method of graphing trends
 When you need to do the simplest
possible display of trends within
observation points over a specified time
period
Run Chart Control Chart
 Statistically determines upper and lower
control limits based on the process
average
 When you need to determine whether a
process is in statistical control
Problem Solving Tools
Measurement
Time
Measurement
Time
UCL
LCL

21. 21
 Pictorial representation showing all steps
of a process
 When you need to identify the actual and
ideal path that any product or service
follows in order to identify problems
Flow Charts Cause and Effect Diagram
 Method for organizing ideas (Fishbone
diagram)
 When you need to identify, explore and
display the possible causes of a specific
problem or condition
Problem Solving Tools
Manpower Methods
Materials Machinery
Wrong
P.C.
Board
Yield
Too
Low

22. 22
 Method of breaking down the problem to
its root cause
 When you need to implement corrective
action and want to be sure your actions
will address root cause, not symptoms
5 Whys
Problem Solving Tools
Why?
Why?
Why?
Why?
Why?

23. 23
Steps for Process Problem Solving
Effective?
Describe the problem
2
Implement temporary
countermeasures if
necessary
Determine Cause(s)
Visually quantify the
problem – Who, What,
When, Where
Establish Target
Document Current Process
Pareto Chart
(Collect Data)
Why?-->
Why?-->
Why?-->
Why?-->
Why?
Implement
Countermeasures
Monitor Countermeasure
Effectiveness
Standardize
YES
NO
Pareto Chart
Manpower Methods
Materials Machinery
Wrong
P.C.
Board
Yield
Too
Low

24. 24
Problem TitleFacilitator:
Team Members:
1. Clarify & Validate the Problem
2. Break Down the Problem/Identify
Performance Gaps
3. Set Improvement Target
4. Determine Root Cause
Approval Information/Signatures:
Start Date: End Date:
6. See Countermeasures Through
7. Confirm Results & Process
8. Standardize Successful Processes
5. Develop Countermeasures
Problem Solving Template

25. 25
Three common errors when describing problems
Stating the solution
in the problem
statement
Too large of a
problem
Vague Problem
Statements
 NOT: We need a new Thermostat or we don’t have a
good oven
 USE: The oven temperature is 20 degrees below
specification
 NOT: The “XYZ” Cell has a 25% reject rate
 USE: The “ABC” operation in “XYZ” Cell is
experiencing a 25% reject rate on the “123” product
 NOT: Customers complain about colors not being
right
 USE: One of ten customers report discoloration on
the right side of part #2003
Points Descriptions
1
2
3

26. 26
What you THINK it is:
What it ACTUALLY is:
What it SHOULD be:
Any Process has at least three versions

27. 27
Problem Solving Checklist – Understanding the
Problem
Describe the
Problem
Visually Quantify
Problem & Objective
 Did you answer the questions “who, what, where,
when”?
 Is problem statement focused and specific?
 Have you kept documentation of data collection? Is it
visible? (ie: Check Sheets and Pareto Diagram)
 Does objective statement include target date, what will
be measured, and how (and how often) it will be
measure?
 Have you developed a graph to track the measurement?
 Who will keep the graph up to date?
 Have you made the problem and objective statements
and measurement graph visible?
Steps Checklist
1
2

28. 28
Problem Solving Checklist – Understanding the
Problem
Document Current
Process
Identify Customer/
Supplier
Relationships
 Did you develop a flow chart?
 Have you kept the documentation? Is it visible?
 Do they need to be informed?
 Are they represented on the team?
Steps Checklist
3
4
Implement Temporary
Countermeasures
 Have you documented the changes made?
 Who else must know about the changes?
5
Determine
Causes
 Did you ask “Why” five times to get to root cause?
 Have you kept the documentation? Is it visible?
(ie: Cause and Effect Diagram, Check Sheets,
Pareto Diagram)
6

29. 29
Problem Solving Checklist – Understanding the
Problem
Propose & Implement
Countermeasures
Monitor
Countermeasure
Effectiveness
 Did you get creative?
 What the consequences/contingencies?
 Who is affected (supplier/customer)?
 Who will implement, in what time frame?
 What does the data say?
 Have you asked the customer?
 Are the results/solutions visible?
 Is the customer satisfied?
 Is the objective met?
Steps Checklist
7
8
Establish Standard
Procedure
 Have successful solutions been documented?
9

30. 30
APPENDIX

31. 31
Current Value Stream Example

32. 32
Future Value Stream Example

33. 33
Flow Chart Example

34. 34
Flow Chart Example
Marketing Concept
Marcom
Manager
Traffic
Graphics
Production
Platform is
Created
1
Correct
?
New Job
Opened
2
Update log
Update log
and sign
000Lit
code
neede
d?
3
Draft Copy
Created
Create imagery
Assemble 1st
Proof
Place Sticker/
Log into
tracking sys
Notify External
Vendors/ Quote
Log new
Job
No
Yes
VA
Insp
Insp
VA Insp
Insp
Yes
No