Swimlane Mapping Training

7/30/2019 Swimlane Mapping Training

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Office Process Mapping


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Types of Process Maps

Flow Charts Good for showing decisionsand loops

Value Stream Maps Good for showinghow value is added (tend to be linear)

Spaghetti Maps Good for showingphysical movement of people and material

Swim Lane Map Good combination of first two maps


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Flow Chart

Get Mail

Sort

Open Bills Correct?Write Check

& Due Date onEnvelope

Put in Envelope& Attach Stamp

Wait for

Due Date -5

Mail

Call CompanyTo Resolve

Yes

No

Resolved?YesNo Stop


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Spaghetti Map

Desk

Table

Desk

Desk

Desk

Desk

TableDesk

Table

Desk Desk

Table Table Staging Area

6 ,

7 , 8 , 9

6 ,

7 , 8 , 9

Desk

6 ,

7 , 8 , 9

6 ,

7 , 8 , 9

6 ,

7 , 8 , 9

6 ,

7 , 8 , 9

Desk

Desk

Table

Table

Start

Table Table

1

12

4c

4a 3

2

11 10

cart

4b


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Three Elements

Swim Lane Mapping

TimePeople (job

functions)Tasks/Process


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Example of Swim Lane Map

Time


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People(job

functions)


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Process


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Icons

Task DECISION(Y or N)


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Icons

Wait / Delay Storage / File


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Building a Swim Lane Map

Accounting

Customer

Order Entry

Sales

Supplier

Shipping

Customer Service

People /

DepartmentsEnter Lanes


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Accounting

Customer

Order Entry

Sales

Supplier

Shipping

Customer ServiceEnterthe

Tasks


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Accounting

Customer

Order Entry

Sales

Supplier

Shipping

Customer Service

Customer Callsin order.

Customer Servicesends e-mail to Sales

Sales person isassigned to order anddelivers paper copy of

order to Order Entry

Order is nowentered intothe companysdata base.

An electronic order issent to the supplier.


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Employee

PatExpense Admin.


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1. Walk/observe the process2. Document the process3. Characterize the process

Process of Data Collection


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Walk the process

From the beginning T o the end


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Questions to Ask WhenDocumenting the Process

Where does this information come from

Is the process completed with or without interruption

Do you ever miss information or have incorrect

information

Where does the information go from here

Is there more than one place the information goes

Is there new information or is it being translated into anotherform


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What forms, screens or programs does eachstep use?

How long does each step take?

Characterize the Process


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Check Date

Wait

File Paperwork


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Hand-Off

Passingtransactional

tasks to anotherdepartment orperson


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Missing or Incomplete Information

A requestedoption wasnot includedon the orderform


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Duplication

Multiple copies or locations for physicalor electronic forms

Order Entry

Shipping Department

Sales


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Data Transfer

Moving information from one place to anotherwithout changing it

Order FormSales Dept.

Accounting

Shop Floor


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Wait

Waiting forsomeone to makea decision.

Waiting forinformation to beplaced in the

inbox


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System Requirements = No Value

Entering information for the sole purpose ofmaking the business system work.


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Lets Map This Process!


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End of the Process

It took. 44 Process steps

5 People involved8 Waits1897 of travel

Typically 2-4 weeks to complete


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Lets identify wastes that you saw in the movi

TransportationOverproductionMotionDefectsWaitingInventoryProcessing


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The Road to the Perfect Process


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The Perfect Transaction

Is completed entirely by one person Is completed one at a time

Is completed as soon as the request is made Is completed without interruption Is completed with the information provided

Is completed correctly It never returns


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Preparing your road map

Identify every step of the transactionalprocess

Sequence the steps in a map andcharacterize them as value/non-value

Work to eliminate non-value added steps Connect the value-added steps together

without waiting or handoffs


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Barriers to the perfect transaction

Poor Information

Missing information Inaccurate

information Assumptions

Poor information flow

Hand-offs Waiting Organizational structure Information/Knowledge

silos


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Eliminating missing information

Often the result of long lead times, andusually the cause of long lead times(Catch 22)

Require all information from the customerbefore the job launches (information filter)

Put in hard stops that dont allow partialinformation (online hotel reservations)


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Eliminating Inaccurate Information

Use menus where a small number of choices exist

Create a review process with the customerbefore the job launches

Create and report on measurements forinformation accuracy


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Eliminating hand-offs Identify the value-added tasks and the

people who perform them

Relentlessly challenge why one personcant perform more of them in sequence

Identify what needs to be done toaccomplish a zero hand-off stream (i.e.training, structure, IT changes)


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Eliminating waiting

Waiting is usually the result of a hand-off or missing or incomplete information.

Eliminating hand-offs reduces waits

Making every effort to insure clear,accurate information is gatheredupstream, reduces waits


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Now lets look at theprocess!
http://localhost/var/www/apps/ACOWELL/Local%20Settings/Temporary%20Internet%20Files/Videos/Swim%20Lane%20Map%20Slideshow%20After.mpg


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End of the NEWProcess!

9 Process steps1 Person involved

0 Waits0 of travel

26 minutes to complete


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Documents

Swimlane Mapping Training