1. Functional Process Mapping Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

2. Key Learning Points  An approach to Process Mapping directed at reducing cycle times  Use to identify problems when sub-steps have different process owners. Particularly when the process owners report to different functions within the organization. e.g. Sales and Front line teams  Very effective with Transactional Projects  Uncovers the “hidden factory”  An approach to Process Mapping directed at reducing cycle times  Use to identify problems when sub-steps have different process owners. Particularly when the process owners report to different functions within the organization. e.g. Sales and Front line teams  Very effective with Transactional Projects  Uncovers the “hidden factory”

3. Why draw the map functionally  Processes that demand complex decision making are broken down into sub processes to aid comprehension and control  As you optimize sub-processes there is a trend to break down the work into specialized functions.  Over time the specialized functions tend to focus on internal concerns rather than the needs of the overall process so there is a need to periodically re-align the sub-processes to follow the customers current needs.  That realignment includes optimization within AND between sub-process which is what the functional process map explores  Processes that demand complex decision making are broken down into sub processes to aid comprehension and control  As you optimize sub-processes there is a trend to break down the work into specialized functions.  Over time the specialized functions tend to focus on internal concerns rather than the needs of the overall process so there is a need to periodically re-align the sub-processes to follow the customers current needs.  That realignment includes optimization within AND between sub-process which is what the functional process map explores

4. Functional Process Map  An approach to Process Mapping directed at reducing cycle times  It identifies  Bottlenecks  Complexity  Non-Value Added (NVA) steps  Provides clarity and provides a visual picture of the process  Clearly shows waste in the process (especially useful in transactional projects)  Is sufficiently detailed in nature to identify critical decision points in the process  An approach to Process Mapping directed at reducing cycle times  It identifies  Bottlenecks  Complexity  Non-Value Added (NVA) steps  Provides clarity and provides a visual picture of the process  Clearly shows waste in the process (especially useful in transactional projects)  Is sufficiently detailed in nature to identify critical decision points in the process

5. Functional Process Mapping (example)

6. How to draw a Functional Process Map Involve people if you want their buy in! 1. High level process map first and compare the steps against your Y… Functional process maps take time. Make sure you are focusing your efforts where they can do the most good. 2. Draw 2 axes – one * is time since the start of the process the other is the owner of that part of the process. 3. Plot the process steps against these two axes from the start of the process until the end. 4. If a sub process owner appears more than once in the process then do not use another column instead loop back to the column where the sub process owner first appeared 5. Show a connecting line to identify how the process flows from one step to another Involve people if you want their buy in! 1. High level process map first and compare the steps against your Y… Functional process maps take time. Make sure you are focusing your efforts where they can do the most good. 2. Draw 2 axes – one * is time since the start of the process the other is the owner of that part of the process. 3. Plot the process steps against these two axes from the start of the process until the end. 4. If a sub process owner appears more than once in the process then do not use another column instead loop back to the column where the sub process owner first appeared 5. Show a connecting line to identify how the process flows from one step to another

7. SIPOC to Functional Process Map

8. Eliminating Waiting VARIATION IS IN THE PROCESS

9. Best Practice (Good) Variation in Process (Bad)

10. Interpreting Functional Process Maps Time axis 1. Look for long time periods for a process step – Are these bottlenecks? 2. Does the overall process meet customer specification for lead time? 3. Does any sub-step appear to be overly complex? 4. Is there a rationale for building in waiting? Time axis 1. Look for long time periods for a process step – Are these bottlenecks? 2. Does the overall process meet customer specification for lead time? 3. Does any sub-step appear to be overly complex? 4. Is there a rationale for building in waiting? Function Axis 1. Are there many (more than 2-3) functions involved. Can we combine these functions? 2. Where a loop occurs from one function to another and back again – ask is this valued by the ultimate customer? Can these be eliminated?

11. Functional Process Map - Cost world Inventory WIP = lead time x rate of production 1 Over processing 2 Scrap/Rework including inspection 3 NVA process steps 1. Valued by the customer 2. Physically change product (multiple subsequent steps for the same process owner) 3. Right first time – multiple branches for a process step Operators required = sum of cycle times/takt time Inventory WIP = lead time x rate of production 1 Over processing 2 Scrap/Rework including inspection 3 NVA process steps 1. Valued by the customer 2. Physically change product (multiple subsequent steps for the same process owner) 3. Right first time – multiple branches for a process step Operators required = sum of cycle times/takt time

12. Functional Process Map - Throughput Bottleneck identification Overproduction at bottleneck 1 Throughput at bottleneck = hours worked/ (setup 2 + process time) Muda Waiting 3 – is the process dependent on other processes? Motion 4 Transport 5 Bottleneck identification Overproduction at bottleneck 1 Throughput at bottleneck = hours worked/ (setup 2 + process time) Muda Waiting 3 – is the process dependent on other processes? Motion 4 Transport 5

13. Functional Process Mapping Breakout  Divide into groups from 4-5 people  Functionally process map at least three steps from one of your projects within the group  Be prepared to share your findings with the class  You have 20 minutes  Divide into groups from 4-5 people  Functionally process map at least three steps from one of your projects within the group  Be prepared to share your findings with the class  You have 20 minutes

14. Functional Process Mapping Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training