Presentation on theme: "Process Mapping & Value Stream Mapping 2009 Quality Training Karin Stricker UW-Stout."— Presentation transcript:
Process Mapping & Value Stream Mapping 2009 Quality Training Karin Stricker UW-Stout
Description Introduction into Process Mapping and Value Stream Mapping: Discuss differences and applications of the two methods. Describe a successful approach of a process mapping project.
Learning Objectives Learn how to map a business process Identify weaknesses and problem areas of the process Learn about possible problem resolutions
Definitions Process Mapping is a hierarchical method for displaying processes that illustrates how a product or transaction is processed. is a visual representation of the work- flow either within a process - or an image of the whole operation. should allow people unfamiliar with the process to understand the interaction of causes during the work-flow. http://www.isixsigma.com/dictionary/Process_Map-101.htmhttp://www.isixsigma.com/dictionary/Process_Map-101.htm 4/20/2009
Example Cross-functional flow-chart (HR Lean Project)
Definitions (cont’d) Value stream mapping is a tool that helps you to see and understand the flow of material and information as a product or service makes its way through the value stream. is typically used in Lean. http://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htmhttp://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htm 4/20/2009
Process Mapping vs. Value Stream Mapping Value Stream Mapping 1. gathers and displays a far broader range of information than a typical process map. 2. tends to be at a higher level (5-10 boxes) than many process maps. 3. tends to be used at a broader level, i.e. from receiving of raw material to delivery of finished goods. 4. tends to be used to identify where to focus future projects, subprojects, and/or kaizen events http://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htmhttp://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htm 4/20/2009
Processing Time vs. Lead Time Lead time: Period of time between the initiation and the completion of any process Processing time: Actual amount of time spent working on a product or service. Note: Lead time can easily be reduced by eliminating interfaces, whereas reducing processing time requires usually investments in better equipment and training.
Example: Gantt Chart Processing time and lead times of the HR Lean Project (every vertical line represents 1 day)
Process Mapping Project Conduct Workshops Cross-functional team Max. 1.5 hours Start with “GRCA” forms (see example) Create cross-functional Process Flow Chart(s) Identify number of interfaces Collect processing time and lead time Identify Number of Products/Services (m/d/hr) Helpful but not always required
Example: “GRCA” Form G oals General R esults Specific Forms A ctivities Specific step-by-step C onditions Specific requirements to start process
Process Mapping Project (cont’d) Analyze the process Reduce number of interfaces Identify obstacles Determine possible causes Ishikawa, Cause-and-Effect, Fishbone diagram (see example) Select and implement solutions Document the results Follow up
Typo / human error Start / End date wrong Typo / human error Don’t want to give it to the department Department didn’t ask Doesn’t know how to do it No field to sign Didn’t check their numbers Business mgr. or acct admin didn’t check it Ishikawa Diagram ES6 info wrong and/or incomplete Causes Solutions SSN wrong or missing FTE calc./ Acct. code wrong Salary base / calc. wrong Don’t have one (yet) Missed it on the form Doesn’t know how to do it Acct No hasn’t been assigned yet Human Error Just learned the grant has been approved Wrong min/max Salary Going off old information Rise information not available yet Making something up Start / End date wrong Create checklist Make sure form is filled in online before printed “Must” fields completed Detail sheet wrong
Success Factors 1. Management support 2. Willingness for change 3. Problem Solving Eliminate the cause of problems so they do not recur Yield for 80% and make changes as needed 4. Documentation Plain language, easy to read Easy accessible 5. Follow up Auditing Continuous improvement