Process Mapping
Clara Moreno
ASQ Section 1506
January 16, 2003
Agenda
1. Definition
2. Elements
3. Steps
4. Examples
5. Workshop
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Process Mapping
Identifies the sequence of activities or the flow
of materials and information in a process
Uses the techniques of flowcharting to
understand a process
Promotes team work
Is a valuable tool for process improvement
Is a visual living document used to monitor and
update changes in the process.
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Elements
A Process Map should include:
Process Boundaries
Process Owner, Customers and Suppliers
Sub-Processes
Inputs/Outputs Document a process
Data Collection Points “as is” not
“as should be”
VA/NVA Activities
Cycle Time
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Process Mapping Steps
1 2 3
Define Identify All Identify VA &
Process Process Steps NVA Steps
Scope
4
Review List Process
Process Inputs
Map & Outputs
7 6 5
Improve Measure Classify
Process Process Inputs
(X’s)
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Step 1
1. Define Process Scope
Goals and Objectives
Define process boundaries (start to finish)
State the problem
Set process metrics
• Flow time, rework, travel distance, defects/errors
Establish key requirements
Transactional or Production process
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Step 2
2. Identify all process steps
Observe process (attach yourself to the flowing part)
Collect Data (list process as a verb followed by a noun,
record time, distance traveled, etc)
Document your observations
Delay/Wait
Transport
Process
Inspect
Rework
Store
Step "As Is"
Time Distance Quantity VA NVA Comments
# Process Steps
1 R
2 R
3 R
4 R
5 R
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Step 2 – Cont.
2. Identify all process steps
Write information on Postit Notes . Example: ®
Step Part
# #
Process
Name
Set up Run
time Time
Align all the steps horizontally on a wall or board
Step Step Step
Start Finish
1 2 3
List the parameters that can change a product characteristic
at that step (machine settings, supplies)
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Step 3
3. Identify VA and NVA steps
Value Adding (VA) steps have the following
characteristics:
• Something the customer would be willing to pay for
• Transforms the product or service (shape, smell,
color)
• Is done right the first time!
Non Value-Added (NVA) steps are classified as:
• NVA Necessary: (fill out paper work)
• NVA Unnecessary (waste): (rework, delays, idle)
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Step 4
4. List Process Inputs and Outputs
Input Process Output
X’s Y’s
Inputs: all necessary parameters to complete a step
• 6M’s: Man, Machine, Measurement, Method, Material
and Mother Nature
Outputs: end-product parameters that are measurable
or assessable
Inputs & outputs can be identified by:
- Brainstorming - Work instructions
- Operators experience - Industry standards
- Engineering knowledge - Scientific theory
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Step 5
5. Classify Process Parameters (Inputs)
Classify inputs into the following categories:
N = Noise Factors - Uncontrollable factors in the process
C = Controllable Factors - Process factors that can be
changed to see the effect on product characteristics.
S = Standard Operating Procedures - A procedure is used
to define and run those factors.
Cr = Critical Factors – Important factors that determines the
outcome
Input Process Output
X’s Y’s
Process Parameters
Product Parameters
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Step 6
6. Measure The Process
Show total time as VA and NVA percentages for the
entire process
VA
16%
Savings Target $$
NVA
84%
Analyze the NVA steps, measure distance traveled (feet)
and investigate time wasted. (time operator goes away
from the working area, waiting and idle time)
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Step 6 – Cont.
6. Measure The Process
Calculate Plant Rate (Takt time)– rate for producing a
product, and its components, based on customer’s
demand.
Plant Rate = Operating available time per shift **
Customer demand per shift
** available time per shift – (lunch & breaks)
(8hr/shift) 480 min – 60 min = 420 min
Example:
Plant Rate = 420 minutes = 70 minutes/part
6 parts
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Step 6 – Cont.
6. Measure The Process
Calculate Cycle Time – total time elapsed to run all the
steps in a process to complete a part and start the next
one.
Step Step Step Step Step Step
Start Finish Part 1 Start Finish Part 2
1 2 3 1 2 3
Cycle time = 70 min Cycle time = 70 min
Flow time = 140 min
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Step 6 – Cont.
6. Measure The Process
Calculate Flow Time – total scheduled time to complete
a part
Step Step Step
Start Finish Part 1
1 2 3
Step Step Step
Start Finish Part 2
1 2 3
Flow time = 93 min
Produces more parts in less time!
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Step 7
7. Improve The Process
1. Concentrate to eliminate waste
Unnecessary motions, steps
High volume of inventory, overstock
Overproduction
Transporting
Waiting, idle, queuing
Defects, scrap
Under-utilization of resources (people, equipment)
2. Target the NVA steps as process improvements
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Example 1 – Inputs & Outputs
Step 1 Step 5
Step 2 Step
Begin Time Logon to Step 3 Save and End Time
Goto 4 Check
Entry Initial Enter Data Release Entry
Timesheet Data
Screen Data
Employee/ C Data Entry Profile N Mouse CrC Entry Period CrC Verify N File Menu
Operator C Personnel # N GUI Toolbar P New Charge P Corrections N GUI Toolbar
Worked Hours CrC Logon Passwrd N File Menu P Absence CrP Hours C Operator
Time Entry Process
Network CrC Logon ID C Operator P Change CrP Charge # CrN Software
Computer C Operator CrN Software P Delete N Software
Software N Software C Operator
Process Parameters
Hours Recorded
Employee Data Entry Screen Accurate Hours Transaction Saved
8 Hours
Worklist Area Hours Released
Charge # Assigned
Time Period
Legend Absence/Atten. Code
C Controllable
Cr Critical
N Noise
P Procedure Product Parameters
x Input
Taken from ASQ example
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Example 2 – Transactions
No
Rework
Manufacturing
Start 1 2 Is it ood? Finish
Authorization
15
incomplete Yes
drawings Copy
Copy #1
Doc #4
15 min
Solution A
Miami
Research
Solution B
problem
2 days
2 days
Send paperw
Solution C
ork to HR
No
Make 4 copies Yes
HR
Receive 2 Approve Copies are
& tracks Red Copy #2
signed copies red lines? distributed
lines
1 day 3 days 0.5 days
Quality
Rework
SSigned Copy Paperwork
Copy #3
#1
1 hr
Methods
Signed Copy Revise
Copy #4
#2 paperwork Release
Original
Marketing
Atlanta
Implement
Original Sign original
changes
2 days
10 to 12 mo
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Example 3 – Process/Product Benchmarking
2M 3M 4M 5M 6M 7M
Atlanta Start 1
PAINT
6P
2P 3P 4P 5P 7P
Start 1
. )
Miamiu
PAINT
4S
1S 5S 6S 7S 8S
Start 2St 3S Obtain
St. l .
approval
Augustine
PAINT CURE
California Start 1 2 3 4 5 6
E1-0812
PAINT
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Example 4 - Process Map Simulation
Process Maps can be simulated (iGrafx):
Is a predicting tool on how the process behaves under
different conditions
Once you have mapped the process you can simulate it to
observe the effect of changes without actually
implementing them
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Summary
Process Mapping will help identify
All process steps (value-added & non value-added)
Waste in the process
Input parameters (X’s)
End product parameters (outputs) (Y’s)
Characterization of all parameters
Data collection points
New process improvement projects
Sources of variation
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Summary – Cont.
Process Mapping is used to…
Understand process flow
Find where/what/when/who/how waste is being created
Define elements of cycle time
Eliminate or combine steps
Improve process flow
Re-layout the process
Reduce variation, cycle times, rework, waste and manpower
Allocate resources better
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Workshop
You have been assigned to a team to do a process map
on how to “Make a Copy”. Please do the following
steps:
1. List all process steps
2. Construct a process map
3. Identify Inputs and Outputs for each step
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Solution
Place Set Press
Enter size Set Finish
Document Number of Start
desired brightness
in Copier copies button
•Copies Req. •Size •Darkness
•Hinges
•Number button •Size Button •Dark button
•Glass clean
•Document set right Correct number Correct
• Right darkness Correct copy
•Glass clean of copies Size selected
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