process-maps.pdf

7/29/2019 process-maps.pdf

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Examples of Types of Process Maps

"Consistency in quality means not allowing the ordinary rush of business

and even extraordinary events slow or suspend the process"

~ Juran Institute, Inc.

Flowchart Picturing the process

Why use it?To allow a team to identify the actual flow or sequence of events in a process that anyproduct or service follows. Flowcharts can be applied to anything from the travels of an

invoice or the flow of materials, to the steps in making a sale or servicing a product.

What does it do? Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and

where simplification and standardization may be possible.

Compares and contrasts the actual versus the ideal flow of a process to identifyimprovement opportunities.

Allows a team to come to agreement on the steps of the process and to examine

which activities may impact the process performance.

Identifies locations where additional data can be collected and investigated.

Serves as a training aid to understand the complete process.

How do I do it?

1. Determine the frame or boundaries of the process Clearly define where the process under study starts (input) and ends (final

output).

Team members should agree to the level of detail they must show on the

Flowchart to clearly understand the process and identify problem areas.

The Flowchart can be a simple maco-flowchart showing only sufficient

information to understand the general process flow, or it might be detailed to

show every finite action and decision point. The team might start out with amacro-flowchart and then add in detail later or only where it is needed.

2. Determine the steps in the process Brainstorm a list of all major activities, inputs, outputs, and decisions on a

flipchart sheet from the beginning of the process to the end.3. Sequence the steps

Arrange the steps in the order they are carried out. Use Post-It Notes so youcan move them around. Dont draw in the arrows yet.

TIP Unless you are flowcharting a new process, sequence what is, not what should be or theideal. This may be difficult at first bus is necessary to see where the probable causes of theproblems are in the process.


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4. Draw the Flowchart using the appropriate symbols

An oval is used to show the materials, information,or action (inputs) to start the process or to show theresults at the end (output) of the new process.

A box or rectangle is used to show a task or activityperformed in the process. Although multiple arrowsmay come into each box, usually only one output orarrow leaves each activity box.

A diamond shows those points in the process wherea yes/no question is being asked or a decision isrequired.

A circle with either a letter or a number identifies abreak in the Flowchart and is continued elsewhereon the same page or another page.

Arrows show the direction or flow of the process.

A

An oval is used to show the materials, information,or action (inputs) to start the process or to show theresults at the end (output) of the new process.

A box or rectangle is used to show a task or activityperformed in the process. Although multiple arrowsmay come into each box, usually only one output orarrow leaves each activity box.

A diamond shows those points in the process wherea yes/no question is being asked or a decision isrequired.

A circle with either a letter or a number identifies abreak in the Flowchart and is continued elsewhereon the same page or another page.

Arrows show the direction or flow of the process.

AA

Keep the Flowchart simple using the basic symbols listed above. As your experience grows, useother, more graphic symbols to represent the steps. Other symbols sometimes used include:

A half torn sheet of paper for a report or document

completed and/or filed.

A can or computer tape wheel for data entry into acomputer database.

A large D or half circle to identify places in theprocess where there is a delay or wait for furtheraction.

A half torn sheet of paper for a report or document

completed and/or filed.

A can or computer tape wheel for data entry into acomputer database.

A large D or half circle to identify places in theprocess where there is a delay or wait for furtheraction.

TIP Easy-to-use Flowchart symbols are available in the Draw toolbar in most Microsoftproducts (Word, Excel, PowerPoint). Look under AutoShapes and then Flowchart. Holding

your cursor over the symbol will provide a definition of the symbol.

Be consistent in the level of detail shown.

A macro-level flowchart will show key action steps but not decision boxes.

An intermediate-level flowchart will show action and decision points.

A micro-level flowchart will show minute detail.

Label each process step using words that are understandable to everyone.

Add arrows to show the direction of the flow of steps in the process. Although it is nota rule, if you show all yes choices branching down and no choices branching to


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the left it is easier to follow the process. Preferences and space will later dictatedirection.

Dont forget to identify your work. Include the title of your process, the date thediagram was made, and the names of the team members.

5. Test the Flowchart for completeness

Are the symbols used correctly?

Are the process steps (inputs, outputs, actions, decision, waits/delays)identified clearly?

Make sure every feedback loop is closed, i.e., every path takes you eitherback to or ahead to another step.

Check that every continuation point has a corresponding point elsewhere inthe Flowchart or on another page of the Flowchart.

There is usually only one output arrow out of an activity box. If there is morethan one arrow, you may need a decision diamond.

Validate the Flowchart with people who are not on the team who carry outthe process actions. Highlight additions or deletions they recommend. Bringthese back to the team to discuss and incorporate into the final Flowchart.

6. Finalize the Flowchart

Is this process being run the way it should be?

Are people following the process as charted?

Are there obvious complexities or redundancies that can be reduced oreliminated?

How different is the current process from an ideal one? Draw an idealFlowchart. Compare the two (current versus ideal) to identify discrepanciesand opportunities for improvements.


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Flowchart example:

Proposed Patient Appointment Procedure

Preparation ofappointment book

Opening of

appointment book

Refer to ships

corpsman, inform PT

they can call at 1500 tomake own appointments

for next working day

Appointment book

marked failure

Patient givenconfirmation number

Appointment

issues (PTreminded to

confirm 24 hoursprior to

appointment

Failure reportsubmitted from frontdesk to fleet liaisonAppointment

book markedpatient showed

Standby patientplaced in

appointment slot

Appointment canceledand slot refilled by

new patient

Fleet liaison sends

failure notices to

commands

Appointment

shore or

fleet?

Did patient callin to confirm 24hours prior to

appointment

DoesPatient show

For appoint-ment

Fleet

Shore

Yes

Yes

No

No

Preparation ofappointment book

Opening of

appointment book

Refer to ships

corpsman, inform PT

they can call at 1500 tomake own appointments

for next working day

Appointment book

marked failure

Patient givenconfirmation number

Appointment

issues (PTreminded to

confirm 24 hoursprior to

appointment

Failure reportsubmitted from frontdesk to fleet liaisonAppointment

book markedpatient showed

Standby patientplaced in

appointment slot

Appointment canceledand slot refilled by

new patient

Fleet liaison sends

failure notices to

commands

Appointment

shore or

fleet?

Did patient callin to confirm 24hours prior to

appointment

DoesPatient show

For appoint-ment

Fleet

Shore

Yes

Yes

No

No

Variations

itcision points, and outputs of any process. Four other

forms, described below, are also useful.

Macro-Flowchart

his section for a description. For a graphic example,see page 119 of The Memory Jogger II.

n,

ys to simplify or reduce the number of steps to make the process moreefficient and effective.

The type of Flowchart just described is sometimes referred to as a detailed flowchart becauseincludes in detail, the inputs, activities, de

Refer to the third bulleted item in Step 1 of t

Top-Down Flowchart This chart is a picture of the major steps in a work process. It minimizes thedetail to focus only on those steps essential to the process. It usually does not include inspectiorework, and other steps that result in quality problems. Teams sometimes study the top-downflowchart to look for wa


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Planning a Party

1.0Determineparty size

2.0Find

Location

3.0Invite

Guests

1.1 Decide onbudget

1.2 Decide on

2.1 Decide ontheme

2.2 Selectlocation

3.2 SendInvitations

3.1 Completeinvitations

guest list

1.0Determineparty size

2.0Find

Location

3.0Invite

Guests

1.1 Decide onbudget

1.2 Decide on

2.1 Decide ontheme

2.2 Selectlocation

3.2 SendInvitations

3.1 Completeinvitations

guest list

ible and the flow of the process steps

or tasks they are assigned. It is useful to clarify roles and track accountability as well as

Deployment Flowchart

This chart shows the people or departments respons

to indicate dependencies in the sequence of events.

Plansad

Is there

time to dographics?

Writesad

Adcompleted

Sends adout

Draws

graphics

Chris Karin Lauren

Yes

No

Plansad

Is there

time to dographics?

Writesad

Adcompleted

Sends adout

Draws

graphics

Chris Karin Lauren

Yes

No

re to run perfectly

every time. Non-value-added steps are those that are added to a process because defects,

uld be smaller than the non-value-added section.Time flows down the page. Join two value-added steps with an arrow only if there are

.

Opportunity Flowchart

This type of chart helps you improve a process by differentiating its value-added steps

from its non-value-added steps. Value-added steps are those that are essential for

producing the product or service and are needed even if the process we

errors, and omissions occur or because of worry that they might occur.

Remember these tips when constructing an Opportunity Flowchart: Divide a page into

sections. The value-added section sho

not non-value-added steps in between


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A Sample Opportunity Flowchart

Take original

PlaceOriginal

SelectSize

Selectorientation

Selectnumber

LeaveCopier

In use?

Boxopen?

Paper?

Glass

dirty?

Knife?

Paper

loaded?

Wait?

Clean

Findpaper

Findknife

Openbox

Find

help

YesYes

Yes

Yes

Yes

Yes

Yes

NoNo

No

No

No

No

No

Value-Added Non-Value-AddedSteps that would not be needed if everything worked rightthe first time are listed horizontally across the right side.Steps that

areessentialevenwhenevery-thingworkscorrectlyare listeddown theleft side.

Take original

PlaceOriginal

SelectSize

Selectorientation

Selectnumber

LeaveCopier

In use?

Boxopen?

Paper?

Glass

dirty?

Knife?

Paper

loaded?

Wait?

Clean

Findpaper

Findknife

Openbox

Find

help

YesYes

Yes

Yes

Yes

Yes

Yes

NoNo

No

No

No

No

No

Value-Added Non-Value-AddedSteps that would not be needed if everything worked rightthe first time are listed horizontally across the right side.Steps that

areessentialevenwhenevery-thingworkscorrectlyare listeddown theleft side.


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Workflow Flowchart

This type of chart is used to show the flow of people, materials, paperwork, etc., within a

work setting. When redundancies, duplications, and unnecessary complexities are

entified in path, people can take a liminate these problems.id a ction to reduce or e

Relationship MapCross-functional

Process Map Flowchart

Purposeationships

m ande outputs to one

r)

inputs, and outputs for aparticular work process

d outputsfor a particular work

process

Shows supplier-

customer rel

(which functions orparts of the

organization receive

inputs froprovid

anothe

Shows functions, steps,

sequences of steps,

Shows tasks,

sequence of tasks,

inputs, an

Level ofDetail

Least Medium Most

FocusC

ceOrganization

ontext

Process/People Interfa Process Detail

Key

Points

ortions;

Relates pieces of

Shows suppliers-ages

t does

internal and external

customers?

outputs as

n

Shows supplier-

es for

Answers the

form

omers?

And who performs

each step?

Shows detailed

Does not show

er

ow

actually getaccomplished?

Does not show

processes withinbetween func

treats these as a

black box

the organization to

one another

customer link

throughout the

organizationAnswers the

question Wha

the organizationprovide to its

Shows processes

and related steps,inputs, and

well as who performs

each step

Reveals what is ithe black box

customer linkaga single process

questions, Whatsteps does the

organization per

to provide outputs toits internal and

external cust

tasks that make upa process

Does not show

who performs tasks

supplier-custom

linkagesAnswers the

question, H

does the work


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S I P O C

"If the proce hemselves"ss is right, the results will take care of t

~ Takashi Osada

Why use it?

SIPOC is used to document a process at a high level and visually show the process, fromsuppliers inputs to the products or services received by customers. The name comes from the

a SIPOC chart: Supplier, Inputs, Process, Outputs, and Customers.

s it do?

SIPOC:

suppliers and the process inputs usedby the customer.

ing data collection needs.

Compo

eet

n

ntifiable expectations of ther

s. For a process to create outputs that meet the customer

rovide the necessary inputs to the process. The SIPOC should be asspecific as possible in documenting supplier information. For example, if a supplier is

al, the SIPOC should list the function and point of contact for the particularss input.

shows the steps in creating a SIPOC. The numbers in the graphicrs of the steps that follow.

column headings on

What doe

Identifies process boundaries.

Identifies the custo

mers and suppliers of a process. Identifies the process inputs supplied by the

Helps in identify

nents of a SIPOC

A process description is an explanation of a process that provides outputs to mthe needs of customers.

The input and output boundaries define the start and stop boundaries of theprocess.

The outputs are the results of the process. Special care should be taken todetermine how these outputs relate to the customers expectations (CTSs) (i.e., do

they meet or exceed the customer requirements?). The customers are the people who receive and put requirements on the outputs.

Customers can be either internal or external; the SIPOC chart should be specific idocumenting which.

Customer requirements and measures are the quaprocess outputs. The output must be measured and then compared to customerequirements to quantify customer satisfaction.

The inputs are what the process needs to function.The input requirements and measures are the quantifiable expectations theprocess puts on the inputrequirements, it must have inputs that meet specific requirements. The SIPOC shoulddocument what the process requires of the inputs that are received before the start ofthe process.

The suppliers p

internproce

How do I do it?

The following figurecorrespond to the numbe


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Creating a SIPOC

2. the project is focused.ts of the outputs should also be listed,

4.process, as well as how these inputs will be

measured. The quantifiable expectations of the process should also be listed.

1. Provide a description of the process.Define the start and end of the process on which3. List the outputs of the process. Requiremen

as well as how requirements will be measured.List the customers of each process output.

5. List the inputs required for the

6. List the suppliers of the process.

A SIPOC for a Lecture Development Process


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Why use it?

Process mapping identifies the flow of events in a process as well as the inputs (xs) and outputsa process.

Process

ed

llable factors, orstandard operating procedures (SOP).

art tool by adding more process information.

Compo

tputs (ys) are the key variables resulting from the performance of the processutputs can be goods, services, measurements, or consequences.

(ys) in each step of

What does it do?

mapping:

Visually shows the complexity of a process and identifies sources of non-value-addactivities (i.e., rework loops and re

Graphically identifies the steps in a process.

dundancy in a process).

Identifies the key process input variables (xs) that go into a process step and theresultant key out variables (ys).

Classifies all input variables (xs) to a process step as noise, contro

Builds on the Flowch

nents of a Process Map

The inputs (xs) are the key process variables that are required to perform a processstep. Inputs could be anything in the categories of people, methods, materials,machinery, measurements, or environment.

The process steps are the tasks that transform the inputs of the process into theoutputs of the process.

The oustep. O

A Process Map

Step 1 Step 2

xsInput AInput BInput C

ys Step 1Outputs

xsInput DInput EInput F

ys Step 2Outputs

Step 1 Step 2

xsInput A

xsInput AInput BInput CInput BInput C

ys Step 1Outputsys Step 1Outputs



ys Step 2Outputsys Step 2Outputs

1. Define the scop

as an overall level, operation

level, or micro-task level. The team should decide which level is appropriate.a SIPOC.

How do I do it?

e of the process. Clearly define where the process starts and stops. These are the process

boundaries.

Process maps can be done at different levels such

The process scope can be defined with


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2.

he should-be process. Activities are shown as a rectangle on a

to multiple paths. Decision points are shownas a diamond on a process map.

3. List all outputs (ys) at each process step.

4. List all inputs (xs) at each process step.

5. Classify all inputs (xs) as:

namic process, or document type or batch size in a transactional

d training, calling method, or data entry items in a

n

6. the operating specification and process targets for

, list the target input and the

specified lower and/or upper limits on the setting.

Class Lecture Development Process Map

Document all the steps in the process.To do this correctly, walk through the process by pretending to be the

product or service being operated on. Document all the steps of the as-is

process, not tprocess map.

Document the decision points. Decision points must pose a question. Theresponse to the question will lead

Controllable (C): Inputs that can be changed to see the effect on the output (y).

Examples are speed or feed rate on a machine, temperature or pressure in athermody

process.

Standard operating procedures (S): Standard methods or procedures for runningthe process. Examples are cleaning, safety, and loading of components in an

industrial process, an

transactional process.Noise (N): Things that cannot or that have been chosen not to be controlled due

to cost or difficulty. Examples are ambient temperature or humidity in a

industrial process, or computer network or operator in a transactional process.

As applicable, list

controllable inputs.For the controllable inputs that have these targets

DevelopClass

Outline

ReviewLecture

Materials

DevelopLectures

7

PrintLecture

Materials

LecturesOK?

Class OutlineDocument

PrintedLecturesNo

Reviewed

LecturesLectures

C ClassObjectives

N Class subjectN Teacher

GuidelinesN Subject

expert

C Target timeper lecture

N Subjectexpert

N TeacherGuidelines

C Teachingmedium

N AudienceS Class outline

C No. ofReviewers

N ReviewersS Copy of lecturesS Review timeS Review guidelines

S Electronic copyof lecture

C Printing companyC Quantity of copiesC Copy format

Yes

604550Target Time

Upper

Spec.

Lower

Spec.Target

Controllable

Input Variable

KeyC -Controllable

S -SOPN -Noise

DevelopClass

Outline

ReviewLecture

Materials

DevelopLectures

7

PrintLecture

Materials

LecturesOK?

Class OutlineDocument

PrintedLecturesNo

Reviewed

LecturesLectures

C ClassObjectives

N Class subjectN Teacher

GuidelinesN Subject

expert

C Target timeper lecture

N Subjectexpert

N TeacherGuidelines

C Teachingmedium

N AudienceS Class outline

C No. ofReviewers

N ReviewersS Copy of lecturesS Review timeS Review guidelines

S Electronic copyof lecture

C Printing companyC Quantity of copiesC Copy format

Yes

604550Target Time

Upper

Spec.

Lower

Spec.Target

Controllable

Input Variable

KeyC -Controllable

S -SOPN -Noise


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Cross-Functional Process Maps

Cross-functional process maps show the value-producing chains of the business. They alsodepict the pathways to customer satisfaction.

Whereas relationship maps focus more on the big-picture supplier-customer links that make up a

business, cross-functional process maps show us in more detail how an organization usesprocesses to create value for its customers.

Cross-functional process maps answer the questions:

What steps are required to produce a particular output?

What is the order in which the steps are performed?

Who (which function) performs each step?

What are the handoffs or interfaces between functions?

In what parts of the process do the handoffs occur?

What are the inputs required and the outputs produced at each step of the process?

Like relationship maps, cross-functional process maps often contain disconnects (missing ordeficient inputs or outputs). Since cross-functional maps show what takes place inside one ormore functions for a particular process, any disconnects that were present in the relationship mapof those functions will also be present here.

As you review your map, you may discover inputs or outputs that do not feed into any other stepswithin the same function, or into steps within other functions. You may also find missing or impliedsteps, inputs, or outputs. Each of these is a form of disconnect that should be noted and resolved.

Muffler Replace Process Cross-Functional Process

Workrequested

Pay bill

Work orderprepared

Preparebill

Workorder

reviewed

Newmuffler

obtained

Oldmuffler

removed

Newmuffler

installed

Turn offengine

Exhaustmonitored

Enginerestarted

JobOK?

CUSTOMER3

SALES3

MUFFLER

BAYTECHNCIAN

3

Verbal Request (replace muffler) Finalbill

JobcompleteComplete

work order

Preparations

New

muffler

Old

muffler

Newmuffler

In place

Engineidling

ExhaustQualitydata

Engine off

Yes

No

4

4

4

4

4 44

4 44

4

2

2

2

2

1

1

1

Notifysales

Workrequested

Pay bill

Work orderprepared

Preparebill

Workorder

reviewed

Newmuffler

obtained

Oldmuffler

removed

Newmuffler

installed

Turn offengine

Exhaustmonitored

Enginerestarted

JobOK?

CUSTOMER3

SALES3

MUFFLER

BAYTECHNCIAN

3

Verbal Request (replace muffler) Finalbill

JobcompleteComplete

work order

Preparations

New

muffler

Old

muffler

Newmuffler

In place

Engineidling

ExhaustQualitydata

Engine off

Yes

No

4

4

4

4

4 44

4 44

4

2

2

2

2

1

1

1

Notifysales


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Interpreting the Map of the Muffler Replacement Process

How might you interpret the map of the muffler replacement process and information you havegained thus far? Consider the following questions as you refer to the above map.

1. What disconnects are apparent, if any?

Implied or missing steps might include: drive car into muffler bay, return car to customer,obtain or verify needed supplies and tools, and accumulate old mufflers for recycling.Implied or missing outputs might be: car in place at muffler bay, car in place at parkinglot, supplies and materials, old muffler, and payment.

2. What are the critical interfaces in the process, and where do they occur?The critical interfaces are between Sales and the Customer, and Sales and Muffler BayTechnician.

3. Who performs each step of the process?By reading each band horizontally, you can determine this information at a glance. Thecustomer requests the work and pays the bill. Sales complete the work order, receivesnotification that the job is complete, and prepares the final bill. All other steps areperformed by the muffler bay technician.

4. What are the inputs required and outputs produced at each step of the process?

The major inputs, those at the start of the process, are the verbal request from thecustomer and the completed work order from sales. Major outputs, those at the end ofthe process, are the completed job and final bill. Additional inputs required to completethe job are preparations, new muffler, old muffler, new muffler in place, engine idling,exhaust quality data, and engine off.

5. What are the requirements for each input and output?The interview does not provide us with this information.

6. What additional questions might you ask?How does the car get to the muffler bay? Who performs this step? How is the carreturned to the customer? Who performs this step? What happens to the payment madeby the customer? What tools or supplies does the technician need to perform each stepof the process? Where do these inputs come from?

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