ng bb 12 high-level process map

National GuardBlack Belt Training

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Module 12

High-Level Process MapSIPOC

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CPI Roadmap – Define

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Project Charter

•Project Selection Tools

•Value Stream Map

•Various Financial Analysis

•Effective Meeting Skills

•Stakeholder Analysis

•Communication Plan

•SIPOC Map

•High-Level Process Map

•Project Management Tools

•VOC and Kano Analysis

•RACI and Quad Charts

•Strategic Alignment

ACTIVITIES• Identify Problem

• Validate Problem Statement

• Establish Strategic Alignment

• Gather Voice of the Customer & Business

• Create Goal Statement

• Validate Business Case

• Determine Project Scope

• Select and Launch Team

• Develop Project Timeline

• Create Communication Plan

• Prepare High-Level Process Map / SIPOC

• Complete Define Tollgate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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Learning Objectives

Understand and illustrate the process at a high level to make sure everyone agrees on project scope

Identify key suppliers, inputs, process steps, outputs and customers

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Exercise: What is a Process?

Input OutputACTIVITY

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Why Map The Process?

Identify what to measure

Identify where to measure

Identify gaps between strategic focus and actual process

Charter development

Identify projects – strategically assign BB/MBB

Identify project/process focus areas

Identify Suppliers/Inputs

Identify Customers/Outputs

Identify process handoffs

Identify decision points & branches

Value Added/Non-Value Added analysis

Identify where/when defects occur

Identify lead time problems and WIP

Process mapping tools may be the most widely effective set of improvement tools in our CPI toolbox!

Visualize the Process

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Process Mapping

SIPOC

Process Map• Top-down• Swim-lane• Detailed

Value Stream Map

Specialized Maps• Input/Output Analysis• Time/Value Analysis• Defect Fall-Out• Spaghetti Diagram

Outline

Sets the scope of the Value-Steam map

Not all tools are needed for every project!

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High-Level SIPOC Chart

Supplier-Input-Process-Output-Customer (SIPOC) Chart

Suppliers – Significant internal/external suppliers to the process

Inputs – Significant inputs to the process i.e. material, forms, information, etc.

Process – One block representing the entire process

Outputs – Significant outputs to internal/external customers

Customers – Significant internal/external customers to the process

The best place to start mapping/analyzing the process

A SIPOC helps to identify the process outputs and the customers to capture Voice of the Customer

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How To Create A SIPOC

Label the process

Place first and last step in process

Summarize process in 3-6 steps

Brainstorm and prioritize customers

For critical few customer groups - brainstorm and prioritize significant outputs

Later verify by VOC tools

Designate as CTQ, CTS, CTC (Critical to Quality, Speed, Cost)

Brainstorm and prioritize significant inputs

Identify suppliers for those inputs

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Delivered invoice• Billing Dept. staff• Customer

database• Shipping

information• Order information

Suppliers Inputs Process Outputs Customers

Billing Process

1 What is the Process?Process Name ________________

Who’s the Customer?

2

What do they

get?

3

How do we

produce it?4

Who

Supplies

it?

6

What do we need to consume?5

Developing a SIPOC

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Label Process

Suppliers Inputs Process Outputs Customer

Hiring Process

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Brainstorm and Prioritize Customers


Hiring Process Manager


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Brainstorm and Prioritize Outputs


Hiring Process ManagerNew person in place and productive


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Identify Inputs



Hiring Request

Candidate Pool


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Identify Suppliers



Hiring Request

Candidate Pool

Manager

Society


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SIPOC Example


ArmyCivilian

orSoldier

CACDD Form 172- name- SS #- status- branch of service- pay grade- etc.

ArmyCivilian

orSoldier

Validate CAC Information


Submit Paperwork

Receive CAC

Prepare CAC

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S O CI P

Exercise: SIPOC Practice Example

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Step 2

Step 1

Step 5

Step 4

Determine the boundaries (start and stop) of the process

Identify the Customers

List the primary customers who receive outputs.

Identify the Outputs of the Process

List the major Outputs of the process.

Map out the Process

Map the four or five steps that describe the process at a very high level.

Identify the Inputs

List the major Inputsto the process.

Identify the Suppliers

List the Suppliers who provide those inputs to the process.

PProcess

IInputs

SSuppliers

OOutputs

CCustomer

Step 3

COPIS Approach is Best

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Start

Stop

Rework

Vehicles

Re-inspect

Vehicles

Inspect

Vehicles

Record

Defects

Acceptance

Tank

Automotive

Command

BAE

Vehicle Inspection

Automotive

Tank Purchase

Description (ATPD)

Final

Inspection

Record (FIR)

Deficiency

List (DL)

Recorded

Defects


TACOM

Field Agency

BAE

Field Agency

Defect Codes

DD250

Project

Focus

SIPOC Example – Vehicle Inspection

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SIPOC Example – Duty Free Entry Process

Measurable Y: Cycle time to process Duty Free Entry requests


DOD Procuring Activities

DOD Contract Foreign Supplier DFE Entitlement Clause

Also CO/ACO (DLA/Depots)

War Material

Major End Items

Finished Product

Completed Entitlement Request

Military Services

Military Depots

DOD Contracting Officers (ACO)

DOD Contract Contract review Entitlement approval Entitlement disapproval

DFE etool

Completed Entitlement Request


Contractors

Contractors Foreign source raw material Import shipment Duty ($) Entitlement request

DFE etool DOD Contract

Import Shipment Receipt

DFE Certificate

Duty ($)

Military Services/Depots


DOD Contracting Officers

Customs Brokers Raw Material Entitlement request Certificate request Duty ($)

Import Shipment

DFE Certificate

DFE Denial

Contractors

DCMA Customs Certificate request

DOD contract

Entitlement request

DFE Certificate

DFE Denial

Military Services/Depots


Customs Brokers/US Customs & Border Protection/ US Census Bureau

DFE

Entitlement

Requested

Material

Imported

Certificate

Issued

Entitlement

Approved

Certificate

Requested

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• Delivered invoice

• Billing Dept. staff• Customer

database• Shipping

information• Order information

Billing Process

Input Metrics (X) Process Metrics (X) Output Metrics (Y)

• Accuracy of order info.• Accuracy of shipping info.• Accuracy of customer info.• Staff expertise• System up-time

• Rework % at each step• Internal scrap %

• Invoice accuracy

Quality

Speed

Cost

• System responsiveness

• Time to receive order info.• Time to complete invoice• Time to deliver invoice• Delay time between steps

• Invoice cycle time

• Cost/invoice• # of billing staff• Cost/hr for billing staff

7

8 What’s the Goal?

Developing Process Metrics using a SIPOC

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S

Insert

filter

O C

Add

coffee

grounds

Pour in

water

Turn on

coffee

maker

Pour

I P

Coffee

Maker/

Filters

Coffee/

Scoop

Water/

Faucet

Electricity

Cup

Store

Store

Utility

Utility

Store

SIPOC Practice Example

What are some good input (X) and output (Y)

metrics?

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Leading and Lagging Measures

Leading measures tell the need to adjust process before the fact

Evaluate inputs and adjust downstream process to reflect results of evaluation

The Input and Process metrics from SIPOC (X’s) are leading measures for process performance

Lagging Measures inform about process performance and the need for adjustment after the fact

Some close lagging measures are able to give immediate feedback to the process

Evaluate results of process step and feed information upstream

Some long lagging measures take so long to give feedback that decision-making is not timely and not well defined – great likelihood of providing inconsistent service

The Output Metrics from the SIPOC map (Y’s) are lagging measures for process performance

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SIPOC Uses

To determine Project Scope

To identify Key Output (Y’s)

To identify Process & Input (X’s)

To identify Variables/Metrics Y = f(X)

To develop Cause & Effect Matrix (focus project scope)

Value Stream Mapping For deeper analysis

Process Mapping For broader

understanding

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Project CharterProblem Statement:

Business Case:

Goal Statement:

Unit:

Defect:

Customer Specifications:

Process Start:

Process Stop:

Scope:

Project TimelinePhase Start Stop Status

Define mm/dd/yy mm/dd/yy

Measure mm/dd/yy mm/dd/yy

Analyze mm/dd/yy mm/dd/yy

Improve mm/dd/yy mm/dd/yy

Control mm/dd/yy mm/dd/yy

Take away

message goes

here

(impact of

problem)

Team Members

Name Role Affiliation DACI

Black Belt Driver

Master Black Belt Driver

Project Sponsor Approver

Process Owner Approver

Required Deliverable

Charter and Timeline

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Measurable Y:

Required Deliverable


High-Level Process Map (SIPOC) Template

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2626Process Mapping

Exercise: Create a SIPOC

Break into 3-4 person teams

Using the GGA Budget Dept exercise, create a SIPOC by doing the following:

Define the start and finish points for the chosen process

List several Customer Groups

For 1 or 2 Customer Groups, list the top customer requirements and their associated output(s)

Cite 1 or 2 suppliers and their associated input(s)

Prepare to present to the class

Time: 20 minutes

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2727Process Mapping

SIPOC and Requirements Exercise

Break into small teams

Using the GGA Budget simulation, create a Project Charter and SIPOC

Prepare to present to the class

30 minutes

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What other comments or questions

do you have?

ng bb 12 high-level process map

Education

inputs unclassified

unclassified fouo brainstorm

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productive unclassified

process steps

process handoffs

actual process

process customeridentify