Transcript Flow Charts including Process Mapping

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
Hyper-Micro:
Design Level; Details into Operator
Methods; Material or Information (Input)
Specification (Accuracy & Precision);
System Functionality
Tip !
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:
Suppliers
Process Name
Inputs
start
Outputs
Customers
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
Suppliers
Process Name
Inputs
start
Outputs
end
Tips:
At this stage
• Do not try to establish order
• Do not discuss process steps
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Customers
How do I do it? (cont’d)
Group into major process areas
Suppliers
Process Name
Inputs
start
Outputs
Customers
end
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
Outputs
Inputs
Customers
start
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
[email protected]
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