Transcript Process Mapping & Value Stream Mapping

Process Mapping &
Value Stream Mapping
2009 Quality Training
Karin Stricker
UW-Stout
Description
Introduction into Process Mapping and
Value Stream Mapping:
 Discuss differences and applications
of the two methods.
 Describe a successful approach of a
process mapping project.
Learning Objectives
Learn how to map a business process
 Identify weaknesses and problem
areas of the process
 Learn about possible problem
resolutions

Definitions
Process Mapping
 is a hierarchical method for displaying
processes that illustrates how a product
or transaction is processed.
 is a visual representation of the workflow either within a process - or an image
of the whole operation.
 should allow people unfamiliar with the
process to understand the interaction of
causes during the work-flow.
http://www.isixsigma.com/dictionary/Process_Map-101.htm 4/20/2009
Example
Cross-functional
flow-chart
(HR Lean Project)
Definitions (cont’d)
Value stream mapping
 is a tool that helps you to see and
understand the flow of material and
information as a product or service
makes its way through the value
stream.
 is typically used in Lean.
http://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htm 4/20/2009
Example
Process Mapping vs. Value
Stream Mapping
Value Stream Mapping
1. gathers and displays a far broader range of
information than a typical process map.
2. tends to be at a higher level (5-10 boxes) than
many process maps.
3. tends to be used at a broader level, i.e. from
receiving of raw material to delivery of finished
goods.
4. tends to be used to identify where to focus future
projects, subprojects, and/or kaizen events
http://www.isixsigma.com/dictionary/Value_Stream_Mapping-413.htm 4/20/2009
Processing Time vs. Lead Time
Lead time:
Period of time between the initiation and the completion of any process
Processing time:
Actual amount of time spent working on a product or service.
Note:
Lead time can easily be reduced by eliminating interfaces, whereas reducing
processing time requires usually investments in better equipment and training.
Example: Gantt Chart
Processing time and lead times of the HR Lean Project
(every vertical line represents 1 day)
Process Mapping Project

Conduct Workshops
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Start with “GRCA” forms (see example)
Create cross-functional Process Flow
Chart(s)



Cross-functional team
Max. 1.5 hours
Identify number of interfaces
Collect processing time and lead time
Identify Number of Products/Services (m/d/hr)

Helpful but not always required
Example: “GRCA” Form
Goals
Forms
Results
General
Activities
Specific step-by-step
Specific
Conditions
Specific requirements
to start process
Process Mapping Project (cont’d)

Analyze the process
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Determine possible causes

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Reduce number of interfaces
Identify obstacles
Ishikawa, Cause-and-Effect, Fishbone
diagram (see example)
Select and implement solutions
Document the results
Follow up
Ishikawa Diagram
SSN wrong or
missing
FTE calc./ Acct.
code wrong
Typo /
human error
Don’t have one (yet)
Start / End date wrong
Salary base /
calc. wrong
Causes
Wrong min/max Salary
Business mgr. or acct admin didn’t
check it
Missed it on the form
Don’t want to give it
to the department
Didn’t check their numbers
Acct No hasn’t
been assigned yet
Doesn’t know how to do it
Detail sheet wrong
Start / End date wrong
Department didn’t ask
Human Error
Doesn’t know how to do it
Typo / human error
ES6 info
wrong and/or
incomplete
Create checklist
Make sure form is filled
in online before printed
Solutions
Success Factors
1.
2.
3.
Management support
Willingness for change
Problem Solving


4.
Documentation


5.
Eliminate the cause of problems so they do not recur
Yield for 80% and make changes as needed
Plain language, easy to read
Easy accessible
Follow up


Auditing
Continuous improvement
Questions?
Thank you for your attention!