Bb Wk1 230 Process Mapping

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Process Mapping


Process Mapping Pg 2

The Breakthrough Strategy®

And Process Mapping

1. Select Output Characteristic

2. Define Performance Standards

3. Validate Measurement System

4. Establish Baseline Process Capability

5. Define Performance Objectives

6. Identify Variation Sources

7. Screen Potential Causes

8. Discover Variable Relationships

9. Establish Operating Tolerances– Implement Improvements

10. Validate Measurement System

11. Determine Final Process Capability

12. Implement Process Controls

Our Y will be the output of the process or a subset of the process that we map.

The key output of a Process Map is a better understanding of the process and its inputs.

The Process Map can be a screen to help identify those steps/inputs that have a high potential for affecting the process (bottlenecks, flow, High Cycle Times, etc.)

A Process Map of the final improved state is sometimes useful as a control mechanism.



Module Objectives

By the end of this module, the participant should be able to:

• Explain the value of Process Mapping

• Explain the role of Process Mapping within the 12 Step Breakthrough Strategy®

• Explain the benefits of the various levels of Process Mapping

• Develop a Detailed Process Map

• Explain the value of Functional Process Maps



Why Are Process Maps Used?

• Document and understand the actual process

• Show the relationship of process-steps

• Develop a list of potential Xs to assist in building Y = f(X)

• Determine Value-Add (VA), Business-Value-Add (BVA),and Non-Value-Add (NVA) steps of a process

• Communicate information

• Train employees on the process



What Is A Process Map?

• A Process Map is a graphical representation of the steps involved in a process or portion of a process

• There are many types of Process Maps at different levels of detail and used for different purposes. Some of the more typical are:

Type of Map Use

High-level, e.g., SIPOC Used in project definition and scoping

Common Used to display the steps in the process. First step in constructing a Detailed Map.

Detailed Adds inputs/outputs, VA/BVA/NVA, and classification of inputs to the Common Process Map

Functional Breaks the steps into functional areas, frequently mapped against a time line

Process Maps are powerful tools in understanding, communicating, and investigating the function of a process. Selecting the right type for the stage of the

project is the key to effective and efficient usage.



Versions Of A Process

At Least 3 Versions

What you think it is... What you would like it to be...

What it actually is...



Levels Of A Process

Terms

BusinessProcess

(“Strategic”)

BusinessProcesses

High-level Process Map

Detailed Sub-process Map

BusinessDevelopment

Sales Underwriting ContractingCustomer

Service

Docs Negotiate Close

Underwriters (ext.) Customers(int.) Cust. Service Dept.

Customer

Tasks Procedures

Supplier

CoreFunctional

Departments

Sub-process

DetailedSub-process

Terms



SIPOC – A High-level Process Map(Covered In Project Definition Module)

A high-level Process Map should describe:

• Major tasks and activities

• The boundaries of the process

• The Process Output Variables (POV)

• Who receives the outputs (customers)

• What does the customer require of the outputs

• The Process Input Variables (PIV)

• Who supplies the inputs (suppliers)

• What does the process require of the inputs

SIPOC: Supplier, Inputs, Process, Outputs, Customers.



Suppliers Inputs Process Outputs Customers(Providers of the required resources)

(Resources required by the process)

(Top level description of activity)

(Deliverables from the process)

(Anyone who receives a deliverable from the

process)

Requirements Requirements7

Who is the supplier of

each input?

6What

Inputs are required to

enable this

process to occur?

8What

does the process expect

from each input?

1What is

the process?

3What are

the outputs from the

process?

5What

does each customer

expect from each

output?

4Who is the customer of each output?

2When does the Process

start?

Boundary

Boundary

S I P O C

SIPOC Structure

File: 2110MB00 SIPOC.xls

2When does the Process

end?



Common Process Map

A common Process Map should describe:

• All of the steps within the bounded process

• The flow relationship between the steps including loops anddecision points

• Distribution of material flow, e.g., 60% to machine A and 40% to machine B

• This is a 1st step in building a Detailed Process Map

This is sometimes referred to as a simple flow chart.



Common Process Map Example

Work Start1Receive

Sales order

CreateOrders of

100 per Lot

Pull RawMaterial

Mate Raw Material toProduction Paperwork

Ship

Set Up DrillPress

Drill Hole Deburr Hole

Set UpMiling

Machine

Final Inspect

Mill Chamfer

Deburr Inspect

Scrap

Scrap

OK

Rew ork

OK

Rew ork

Scrap



Detailed Process Map

A Detailed Process Map should describe:

• All of the steps within the scope of the project(frequently a subset of what was mapped in the common Process Map)

• The flow relationship between the steps including loops and decision points

• Distribution of material flow (60% to machine A, 40% to machine B)

• All inputs and outputs by step

• The classification of inputs – Noise (N), Standard Operating Procedures (S), or Control (C)

• The Value-Add status of each step – VA, BVA, or NVA

• Optional metrics – DPU, DPO, Cycle, or YTP

One of the best tools to develop the list of PIVs.



Detailed Process Map Example

Widget Manufacture

Work Start1

Ship

Set Up DrillPress


Final Inspect ScrapRew ork Scrap

OK

Y - OutputsParts packagedParts shippedShippping documentationShipping log

X - InputsN: Good partsS: Customer's POC: PackagingS: Shipping program

X - InputsN: Drill PressC: Drill BitC: Speed (RPM)C: Feed (IPM)N: Coolant typeC: Coolant f lowC: Positive stop positionS: Fixture (jaw s)

Y - OutputsPositive stop setSpeed setFeed setCoolant adjusted

Y - OutputsHole locationHole diameterHole profile (ovality)Tool Usage Log

X - InputsN: Drill bit sharpnessC: Drill bit angleC: Drill bit coatingC: Drill bit alignmentC: Drill bit gashC: Coolant typeN: ChipsC: Positive stop rigidity

Y - OutputsClean hole - no burr

X - InputsN: Part w ith burrC: deburr toolS: Proceedure

Y - OutputsGood parts taggedRew orked taggedScrap parts taggedFilled inspection forms

X - InputsS: Gage pinsS: CalipersS: BlueprintS: Inspection form

Y - OutputsReclaimed copperScrap report

X - InputsN: Scrap partsS: Scrap Proceedure



Functional Process Map

A Functional Process Map should describe:

• The steps in the bounded process, separated into functional areas

• Internal customer-supplier relationships

• Sequential flow of process activities across functional areas

A Functional Process Map may also include:

• A timeline

• External suppliers as functional areas

• Cycle Times of activities, as well as DPU, DPO, YTP

Helps each functional area understand its role in the larger process, and identifies bottlenecks.



Functional Process Map ExampleB

usin

ess

Uni

tI.

T.

Fin

ance

sT

op M

gt/

Cor

pora

te

Define needs

21 days 15 days6 days 5 days17

days 7 days 71 days

Prepare paperwork

Review &

approve

Review & approve standard

Review &

approve

Review &

approve

Acquire equipment

Supplier

Configure & install

Receive & use

Issue payment

Supplier

Pro

cure

-m

ent


Detailed Process Mapping



– Process Step or Operation (White)

– Delay (Red)

– Measurement, Quality Check, or Inspection (Yellow)

– Storage (Yellow)

– Decision (Blue)

– Handling, Transport or Movement of Material (Yellow)

Process Mapping Symbols

These are typical, use whatever is your local standard.



Basic Structure

Good

Bad

Good

Bad

Scrap

Warehouse

• How many Process or Operation Steps are there?

• How many Decision Points?

• How many Measurement/Inspection Points?

• How many Rework Loops?



Tips In Process Mapping

• Clarify process boundaries

• Use verbs to describe steps

• Do not include “who” in step description

• Combine, eliminate duplicates, clarify steps

• Analyse/review from finish to start

• Process Mapping is best done as a team

• Involve stakeholders

• Cross-functional teams are generally recommended

• “Walk the process”, repeatedly

• Ask lots of questions

• Map the process at the “right” level

Involve people who know (focus on) the “current” process.



What Level Of MagnificationIs Required?

• High-level maps provide

- 60,000 foot view of the process

- Inputs, outputs, customers, suppliers (at macro level)

• Mid-level maps provide

- Clear view of all steps in the process

- Sequence of steps, loops, etc.

• Detailed maps provide

- Evaluation of Value-Add status for all steps within the bounded or confined area of the process

- Inputs, outputs for all steps within confined area of the process

Stay as high as you can, for as long as you can.



Definitions – Activity Types

Value-Added• Any activity or task that transforms the deliverables of a process in such

a way that the client is aware of it and is willing to pay for it Any activity that, when left out, would impact product performance

and/or customer satisfaction

Business-Value-Added• Necessary to support Value-Added steps in the current process Includes those activities that do not add value but are currently

required by regulation or law When left out, may not directly impact the customer or

incur dissatisfaction

Non-Value-Added• Any activity that, when left out, does not directly impact the customer or

the business



Definitions – Input Types

Controllable (C)

• These are inputs that you can adjust or control while the process is being setup or running, e.g., speed, feed rate, temperature, pressure. These are sometime referred to as “knob” variables

Standard Operating Procedures (S)

• These are procedures that are part of the process and have been defined and documented. The goal here is to make sure that we document the true procedure, e.g., cleaning, safety, loading of components, setup

Noise (N)

• These are things you cannot control or choose not to control dueto cost or difficulty, e.g., ambient temperature or humidity,operator training



Process Mapping The 8 Step Methodology

1. Create the Top Level SIPOC, defining the scope of the process (start and end)

2. Map all activities needed in the production of a “good” product or service within the scope from Step 1

3. If desired narrow the focus to that portion of the map that is critical to the project

4. For the activities from Step 3, designate as VA, BVA, or NVA

5. List outputs for each activity from Step 3

6. List inputs for each activity from Step 3

7. Classify all inputs as C, S, or N

8. Clearly identify all data collection points



Why List The Inputs And Outputs?

• Project improvements are based on finding Y = f(X)

• Must have a list of potential Xs to start the investigation

• The Process Map is an excellent tool for identifying potential Xs

• Outputs from 1 process step are usually the inputs for the next process-step

To identify the list of potential Xs or PIVs, fill the top of the funnel.



Links To Other Tools

The Detailed Process Map provides input to:

• Cause and Effects Matrix

• Failure Mode and Effects Analysis (FMEA)

• Control Plan

• Multi-Vari Studies

• DOE planning


Case Study – Widget Manufacture



Widget Description

0.5”

2.5”

0.5”

0.5”

1.0”

1.5”0.9”

Widget



Widget Manufacture – Step 1

Step 1: Define the scope of the process (start and end)

• Process starts when we receive an order

• Process ends when we ship the product



Work Start1Receive

Sales order

CreateOrders of

100 per Lot

Pull RawMaterial


Ship

Set Up DrillPress


Set UpMiling

Machine

Final Inspect

Mill Chamfer

Deburr Inspect

Scrap

Scrap

OK

Rew ork

OK

Rew ork

Scrap


Step 2: Map all activities (within the scope from Step 1) needed in the production of a “good” product or service (Common Process Map).




Step 3: If desired, narrow the focus to that portion of the map that is critical to the project.



Critical Portion Of The Process

MoveableJaw

Solid Jaw

Positive Stop

Fixture AA Drill attached to solid jaw

Widget, Model A – Drilling Operation

Load widget with pre-machined chamfer into fixture AA.

Insert 3/8” drill bit into chuck.

Drill 3/8” through hole.

Deburr and stack part.

Inspect for Hole Location, Diameter and Surface Finish.




Step 4: For the activities from Step 3, designate as VA, BVA, or NVA.

Work Start1

Ship

Set Up DrillPress Drill Hole Deburr Hole

Final Inspect ScrapRew ork

Scrap

OK

Business Value-Add

Non-Value-Add

Value-Add



Widget Manufacture – Steps 5 To 7

Step 5: List outputs for each activity from Step 3.

Step 6: List inputs for each activity from Step 3.

Step 7: Classify all inputs as C, S, or N.

Set Up DrillPress


Rew ork Scrap

OK

X - InputsC: Drill BitC: Speed (RPM)C: Feed (IPM)N: Coolant type

Y - OutputsPositive stop setSpeed setFeed setCoolant adjusted

Y - OutputsHole locationHole diameterHole profile (ovality)

X - InputsN: Drill bit sharpnessC: Drill bit angleC: Drill bit alignmentC: Drill bit gashC: Coolant typeC: Positive stop positionC: Positive stop rigidity

Y - OutputsClean hole - no burr

X - InputsN: Part w ith burrC: deburr toolS: Proceedure

Only a subsection of the chart is shown for clarity




Step 8: Clearly identify all data collection points.

Work Start1

Ship

Set Up DrillPress Drill Hole Deburr Hole

Final Inspect ScrapRew ork

Scrap

OK

Setup data log with speeds, feeds, etc. Tool usage log with part

quantity per drill change.

Inspection data• Location • Diameter• Shape• Perpendicularity• Burr• Surface finish

Shipping log

Inputs and Outputs removed for clarity.



Functional Process MapA Different View

Sales

Scheduling

Mill Room

Drill Room

Shipping

Work Start1Receive

Sales order

CreateOrders of

100 per Lot

Pull RawMaterial


Ship

Set Up DrillPress


Set UpMiling

Machine

Final Inspect

Mill Chamfer Deburr Inspect

Scrap

OK

Scrap

Rew ork

OK

ScrapRew ork


Exercises

CatapultGetting To Work



Catapult Process Map Exercise

In teams, complete a detailed map for the process you used for firing the catapult (Steps 1-8).

(40 min.)

(10 min. debrief)



Catapult Exercise Setup

• Process starts with fully assembled catapult onsite (Note: Pins are not set, cup location may be adjusted, aim is not set)

• Process ends when the castle has been hit

• Process must include decision loops for correcting aim, distance, etc.

• Map must include inputs, outputs, VA/BVA/NVA, anddata collection points

• You may reduce the scope for the detailed map, if you find that beneficial (time constraints)



Getting To Work Process Map Exercise (Optional)

• In teams, complete a detailed map for the process you use to get to work in the morning (Steps 1-8)

• Process starts with waking up

• Process ends when you arrive at work (at your workstation)

• Process must include at least 1 decision loop

• Map must include inputs, outputs, VA/BVA/NVA, and data collection points

• You may reduce the scope for the detailed map, if you find that beneficial (time constraints)

(40 min.)

(10 min. debrief)



Objectives Review

The participant should be able to:

• Explain the value of Process Mapping

• Explain the role of Process Mapping within the 12 Step Breakthrough Strategy

• Explain the benefits of the various levels of Process Mapping

• Develop a Detailed Process Map

• Explain the value of Functional Process Maps


AppendixOther Types Of Process Maps

Corrective ActionData FlowIndustrial Engineering Process StudyP-Diagram



Corrective Action Guidelines

• Used to determine cause of failures

• Troubleshooting

• Example – Back of VCR manual

• May be used as part of Control plan

Start

Buy New Flashlight

Battery Pos.

Test Battery

Test Bulb

Light ?

Fix Battery Position

Light ?

Replace Battery

Light ?

Replace Bulb

Stop

Yes

Wrong

Yes

OK

OK

OK

Bad

Bad

No

NoYes

No

If flashlight does not work



Data Flow Diagram

Brokerage System Data Flow Diagram

SellerSeller

ID

Payable

Settlement

Advance on

Purchase

Agreement to Purchase

Payables Records

Purchase Agreement

#

Settlement #

Deliveries



Industrial Engineering Process Study

Step 3B: Hinge Adaptation

Facility procedure

Reach for pin with left hand

Grasp pin at midpoint

Reach for spacer with right hand

Grasp spacer

Slide spacer onto pin until spacer is seated firmly

Hold subassembly

Carry to hinge assembly

Press foot pedal of hinge opener

Wait for hinge to open

Slide pin into cavity of hinge assembly

Release foot pedal

Operate Transport IdleStore

Common within Industrial Engineering Applications



High-level P-Diagram

Total Design/Manufactuing

VariabilityComponent ChangesOver Time/Mileage

Customer Usage/Duty Cycle

ExternalEnvironment

In-Vehicle SystemsEnvironment

Signal Factors Transfer Case Input Torque Range Sleeve and Input Speed Shift ForkEngine TorsionalsDriver Mode Selection

Transfer Case DesignTransmission/Driveline

ExternalSystems Frame and Body

Noise Factors

Control Factors

Response

Error State

Shift transfer case between high range and low range for life of unit

Axial force on range fork during non-shifting operation that exceeds design intent resulting in excessive fork pad wear and eventual failure which result in vehicle inop. condition.



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Bb Wk1 230 Process Mapping