Flow Charts
including
Process Mapping
CA/PA-RCA : Basic Tool
Sector Enterprise Quality – Quality and Mission Assurance Northrop Grumman Corporation Integrated Systems
What is a Process Flow Chart?
1. A Process Flowchart is a graphic representation of all the major steps of a process. It can help you:
a. Understand the complete process. b. Identify the critical stages of a process. c. Locate problem areas. d. Show relationships between different steps in a process. e. To identify and eliminate Waste
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Why use a Flow Chart?
Process Flowcharts or Process Mapping helps you understand and improve a process by enabling you to: • Look for opportunities for improvement (gap
between reality and ideal). • Identify where defects are found (and where they are introduced). • Identify where measurements need to be put in place.
• See where rework and bottlenecks occur.
• Elimination of Non Value Adding activities (Waste)
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Flowchart/Process Map levels
There are three major form of Process Map. These are: Macro: High Level Overview; Entire Process; Links with other Processes (the Big Picture)
Micro:
Operational Level; Practical Links between Inputs & Outputs; Operational Measurements & Controls
Design Level; Details into Operator Methods; Material or Information (Input) Specification (Accuracy & Precision); System Functionality
Tip !
Hyper-Micro:
If in doubt about which Process Map to use, start at the MACRO level.
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How to Use Flowcharts/Process Maps
Versions of a Process . . . agree which to map:
Theory...
Ideal...
Reality...
Gap between Reality and Ideal is ‘improvement potential’.
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Considerations when Flowcharting/Process Mapping
• Remember S-I-P-O-C (Supplier-Inputs-Process-OutputsCustomer). Start with C, then O, then S, then I, then P • What level and details are required? • What is a CTQs and non-CTQ-activity? • What are the Measurable outputs? • Know when to stop! • Space, Time allowances (best time, day of the week to do it is ?)
• Group Dynamics: Leader, Facilitator, Size of Group
• Using Post-It® Notes / Wallpaper • If available and appropriate, use Electronic versions ( use Aerospace-Industry standards)
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How do I do it?
As a team, define: • process boundaries
• where does the process start
• what does the process include/non include • where does the process end
• customer C.T.Q.‟s; level of detail; • key process inputs (supplier) and outputs (customer requirements); • identify and sequence process steps;
• discuss and analyse the process;
• agree next steps and next review.
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How do I do it? (cont’d)
Create a basic template of the process:
Process Name
Suppliers
Inputs
Outputs
Customers
start
end
Boundaries 1. Use sheets of flip-chart paper (or wallpaper), 3” x 3” Post-It® notes, and felt tip pens. 2. Define the process or service to be improved and write the name of the process on a Post-It® note. 3. Agree on the scope of the process to be mapped, and mark process boundaries with tape. 4. List suppliers,customers, and inputs/outputs to/from the process. 5. Define start and end process steps.
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How do I do it? (cont’d)
Brainstorm the steps in the process
Process Name start end
Suppliers
Inputs
Outputs
Customers
Tips:
At this stage • Do not try to establish order • Do not discuss process steps
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How do I do it? (cont’d)
Group into major process areas
Suppliers Inputs
Process Name start end
Outputs
Customers
Tip: • decide on level of detail • arrange Post-Its ® in sequence (horizontally, vertically) Tip: Process steps should be Value-added… i.e. answer “yes” to these questions: • Does the customer care ? • Has something changed ? • Has it been done right first time ?
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How do I do it? (cont’d)
Critically evaluate the „Final‟ Process Map:
Suppliers
Process Name
Inputs start
Outputs
Customers
end
• Use map to identify where defects occur, where defects are introduced and where measurements need to be taken. • Put attributes on each step - time, cost, value-added (from customer viewpoint). • Use process map referenced to physical process layout (Spaghetti chart analysis). • In complex maps, consider “Output to Input mismatch”. • Be consistent with decision arrows (“yes” arrows in same direction). • Challenge each process step and consider alternatives. • Ask the WHY, WHAT, WHERE, HOW, WHEN, WHO - type of questions.
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Flow Charts
Questions?
Call or e-mail: Bob Ollerton 310-332-1972/310-350-9121 robert.ollerton@ngc.com
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