metrics-based process mapping: part 1 of 3

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Metrics-Based Process Mapping Part 1 of 3

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Karen Martin, PrincipalKaren Martin & Associates

www.ksmartin.com

Mike Osterling, PresidentOsterling 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 statePart 2: Analyze the current state; design

and implement the future statePart 3: Document the improved process

© 2010 Karen Martin & Associates

The Work We Do:Degrees of Granularity

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Value Stream

Process Process Process

Step Step Step

Value Stream Map

Micro View

(Tactical)

Macro View

(Strategic)

Metrics-Based Process Map


Traditional Mapping Method:Process Flow Chart

Where’s the quality? Where’s the time?

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How do we know what to improve?

Traditional Swim Lane Process Maps


What is a Metrics-Based Process Map?

A visual process analysis and design tool, which integrates: Functional orientation of traditional swim lane process maps Key Lean time and quality metrics

The office/service version of the standard work combination sheets often used to improve manufacturing processes.

Tool which highlights the disconnects / wastes / delays in a process Keeps the improvement focus properly directed

Serves as standard work for workforce training and process monitoring

Metrics-Based Process Mapping (MBPM)


When is the MBPM Used?

For current state analysis and future state design during an office/service-based Kaizen Event.

As a stand alone improvement tool. To avoid sub-optimizing, tie all improvements to a

strategic improvement plan such as a value stream map.

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Supplies Needed

36” wide white paperScissors & masking tape3 x 6” post-its (multiple colors)2 x 2” post-its (green and yellow)Sharpie markersA red or other brightly colored markerCalculators

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Mapping Preparation

Select a skilled facilitator. Scope the process being mapped – opt for narrow

current state focus so you can explore deeply and minimize variation.

Select a cross-functional team of no more than 10. Process workers (30-50% of the team) Upstream suppliers Downstream customers Outside eyes

Draw 6” wide swim lanes on the 36” paper. Pre-drawn lines – template available:

www.ksmartin.com/files/templates/MBPM_swimlanes.pdf Chalk line Manually draw

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Step 1: Label the map

Process Name Included/Excluded Conditions

Current State MBPM Date

Facilitator and/or Team Names

Step 2: Label the Swim Lanes with the Functions Involved in the Process

Process Name Included/Excluded Conditions

Current State MBPM Date

Facilitator and/or Team Names

Function A

Function B

Function C

Function D

Function E

Function F

Step1

Step2

Parallel Steps (concurrent activities)

Ticking clock

Step 3: Document all activities (steps) on 3 x 6” post-its; place sequentially

MBPM Post-it Conventions

Activity (Verb / Noun) Function that

performs the task

Step #

Step 4: Number the Activities

Note: For parallel activities, use alpha modifiers --e.g. 8A, 8B, etc.

# Staff (if relevant)

Barriers to Flow (if relevant)

• Batching

• Shared resources

• System downtime

• Etc.

PT (Process Time)

LT (Lead Time)% Complete &

Accurate

Step 5: Add Step-specific information


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


Lead Time vs. Process Time

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Lead Time

Work Received

Work passed to next step

Process Time

LT = PT + Waiting / Delays


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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Metrics-Based Process Mapping:Three-Part Series

Part 1: Document the current statePart 2: Analyze the current state; design

and implement the future statePart 3: Document the improved process


Karen Martin, Principal7770 Regents Road #635

San Diego, CA 92122858.677.6799

[email protected]

Visit us on Twitter, LinkedIn, Facebook, http://www.youtube.com/user/KarenMartinAssoc

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metrics-based process mapping: part 1 of 3

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