pa1 process mapping tools

8/10/2019 PA1 Process Mapping Tools

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PA1ProcessMapping Tools


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OBJECTIVES

Process Analysis

Process Mapping Tools

Process Flow Charts

Swim-Lane Process Charts

Service Blue-Prints

Process Charts

Process Performance Metrics

Other Process Performance Metrics Pertaining to Process Quality


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What is Process Analysis? Process: Is any part of an

organization that takes inputs and

transforms them into outputs.

Process Analysis: The set oftools used to identify

opportunities for improvement,

document current processes,

evaluate processes to find

performance gaps, redesignprocesses, and implement

desired changes.


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In More Rigorous Terms

Process Analysis: Seeks to understand the processperformance including:

Output capacity (cycle time & throughput rate)

Resource utilization

Productivity

Efficiency


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Process Analysis Steps


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Process Mappingand Its Tools


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Process Mapping

Process Mapping is the implementation of a set of tools, which help us

Visually represent the process

Obtain a common understanding of the entire process and specificroles and contributions of process participants.

Streamlining work activities and telling new people, as well as internal

and external customers, "what we do around here."

We need Process Mapping because

If you want to improve something, first, you should understand it; and processmapping helps us understand the processes

It enables us to identify problem areas and opportunities for processimprovement

Help our efforts to reduce cycle time, avoid rework, eliminate someinspections or quality control steps, and prevent errors.


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Process Mapping Tools 1:PROCESS FLOWCHARTING

Process flowchartingis the use of a diagram to presentthe major elements of a process. The basic elementscan include tasks or operations, flows of materials orcustomers, decision points, and storage areas or queues.

It is an ideal methodology by which to begin analyzing aprocess.


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Flowchart Symbols

Tasks or operations Examples: Giving an

admission ticket to a

customer, installing aengine in a car, etc.

Decision Points Examples: How much

change should be

given to a customer,which wrench should

be used, etc.


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Flowchart Symbols (Continued)

Storage areas or

queues

Examples: Sheds,

lines of people waiting

for a service, etc.

Flows of

materials or

customers

Examples: Customers

moving to the a seat,

mechanic getting atool, etc.


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Example: Circored Iron

Processing Plant


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Multistage Process

Ironore

preheater lockhopper First reactor

Secondreactor

Flash heaterdischargebriquetting

FG


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TechnicalSupplementGeneric Manufacturing Processes


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Types of ManufacturingProcesses

MaketoStock

MaketoOrder

Hybrid


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Make-to-Stock Processes

Process activated to meet expected or forecastdemand.

Customer orders are served from target stocking level.

Examples:


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Make-to-Stock

RawMaterial

Cook Assemble

Finishedburgers Deliver

CustomerOrder


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Make-to-order Processes

Only activated in response to an actual order.

Both work-in-process and finished goods inventory kept to a

minimum.

Examples:


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Make-to-Order

RawMaterial Cook Deliver

Finishedburgers

Assemble

CustomerOrder

Raw

Material Cook DeliverAssemble

CustomerOrder


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Hybrid

RawMaterial

Cook DeliverWIP

Assemble

CustomerOrder

Customor

Standard?

Finishedburgers

Assemble

Standard

Custom


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Research Assignment

In contemporary businesses, MTS and MTO have muchfurther implications than just process types.

The distinction between the two approaches and theirhybrid implementations now govern how corporations

decide their operations strategies and design theproduction systems and (even) their supply chains.

Search from the web about this.

You should also find other X-to-Order strategies and theirapplications.


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Swim Lane Flowchart

Swim Lane FlowchartA visual representation that groups functional areasresponsible for different sub-processes into lanes.


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Service Blueprints

Service BlueprintA special flowchart of a service process that showswhich steps have high customer contact.


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Process Charts

Process Charts - An organized way to document all theactivities performed by a person or group

Activities are typically organized into five categories

Operation,

Transportation,

Inspection,

Delay,

Storage,


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StepNo.

Time(min)

Distance(ft)

Step Description

1 X

2 X

3 X

4 X

5 X6 X

7 X

8 X

9 X

10 X

11 X

12 X

13 X

14 X

15 X

16 X

17 X

18 X

19 X

0.50 15.0

10.00

0.75 40.0

3.00

0.75 40.0

1.00

1.00 60.0

4.00

5.00

2.00 200.0

3.00

2.00 200.0

3.00

2.00

1.00 60.0

4.00

2.00 180.0

4.00

1.00 20.0

Enter emergency room, approach patient window

Sit down and fill out patient history

Nurse escorts patient to ER triage room

Nurse inspects injury

Return to waiting room

Wait for available bed

Go to ER bed

Wait for doctor

Doctor inspects injury and questions patient

Nurse takes patient to radiology

Technician x-rays patient

Return to bed in ER

Wait for doctor to return

Doctor provides diagnosis and advice

Return to emergency entrance area

Check out

Walk to pharmacy

Pick up prescription

Leave the building

Process Charts Example


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Summary

ActivityNumberof Steps

Time(min)

Distance(ft)

Operation 5 23.00Transport 9 11.00 815

Inspect 2 8.00

Delay 3 8.00

Store


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If the average time to serve a customer is 4 hours

The variable cost is $25 per hour

And 40 customers are served per year

The total labor cost is

4 hrs/customer $25/hr 40 customers/yr =$4,000


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The Simple Input-Process-Output(IPO) Diagram

A useful tool to learn is the InputProcess - Output (IPO)diagram - a high level snapshot view of what a process lookslike.

The diagram simply lists allof the transformed and

transforming inputresourceson one side ofthe chart

All of the outputproducts or services arelisted on the right hand

side.

Then the process steps are listed ordrawnin the middle.


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IPO Exercise

Draw an Input ProcessOutput diagram for an operationthat you are familiar with.

Draw or list the high level

steps in the process in themiddle section.

The main outputs ofan operation areeasier to determine.

List the Input

Resources.

Classify the Input Resources.Which ones are transformingresources, and which ones

are transformed?

4

3 2

1


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Who Else are Involved In / Affected Fromthe Process?: Suppliers & Customers

Sometimes we need to look beyond the boundary of our own business

and consider the inputs coming from outside. We should also consider our

customers; how do they experience the end results of the process?

SUPPLIERS

INPUTS

PROCESS

OUTPUTS

CUSTO

MERS

OPERATIONS ENVIRONMENT

Most inputs to a processoriginate from external suppliers

beyond the operation.

Some outputs from the processwill go to internal customersand some may go to external

ones.


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The SIPOC Diagram

We can extend the IPO diagram to a SIPOC diagram. Foreach input we list its origins, and for each output itscustomer(s).

Suppliers

The suppliersare theindividuals,departments, ororganisations

that provide thematerials,information, orothertransformedresources thatare worked on inthe process.

Inputs

The inputs arethe informationor materialsprovided by thesuppliers.

Inputs aretransformed,consumed, orotherwise usedby the process.

Process

The process isthe steps ortasks thattransform theinputs into

outputs: thefinal products orservices.

Outputs

The outputs arethe products orservices thatresult from theprocess, and the

importantrequirementsthat thecustomers need.

Customer

The customersare theindividuals,departments, ororganisations

that receive theoutputs, theproducts orservices,generated bythe process.


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Who Else are Involved In / Affected Fromthe Process?: Suppliers & Customers

Feedback information is used to control the process by adjusting thetimings, quantity, quality or cost of input resources and regulating theprocesses that are used to achieve desired outputs.

SUPPLIERS

INPUTS

PROC

ESS

OUTPUTS

CUSTOM

ERS

OPERATIONS ENVIRONMENT


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A Good SIPOC Template


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A Completed SIPOC Example

Suppliers Input Process Output CustomersProcess description:

Developing a Data Warehouse

Project Manager Flat Files Data Warehouse Senior Management

Vendors Project Description Data Extracts Business Owners

IT Staff RFP Goal Data Cubes Report Consumers

Source Systems Requirements Reports Senior IT Management

Project Manager Project Description Infrastructure IT Staff Hardware Vendors RFP Goal Reporting Software

Project Manager Requirements

Software Vendors

IT Consultants

Source Systems

Metrics Metrics Metrics

Time to Load # of Steps Data IntegrityTerabytes Loaded # of Automated Steps Report Usage

Cost Goals/Restraints Time to Complete Process Cost of Package

Time to Load Time to Complete Process Cost of Hardware

Terabytes Loaded # of Steps Cost of Maintenance

# of Automated Steps

Cost of Packaged

Software

Time to Complete Process Data Integrity

Report Usage

Cost of Package

Cost of Staff

Procure

Hardware

ProcureSoftware

DevelopeData

Warehouse


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Steps to Prepare SIPOC Diagram

Prepare for the exercise by briefing those involved and by explaining the SIPOCprocess to the group members.1

Agree the scope and limitations of the study, especially thestarting and ending events for the process.2

Begin by drawing in the process steps at high level,using 10 to 20 steps of your process.3

Discuss the output requirementsof the processand determine who your customersare. Addthese to the chart.

4

Brainstorm the inputsto each stepof the process.Add the suppliersfor each of the inputs.5


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ProcessPerformanceMetrics


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Process Terminology

BottleneckOccurs when the limited capacity of a

process causes work to pile up or becomeunevenly distributed in the flow of a process

If an employee works too slow in a multi-stageprocess, work will begin to pile up in front ofthat employee. In this case, the employeerepresents the limited capacity causing thebottleneck.


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Process Capacity = Bottleneck Capacity


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Flow Rate: is the amount that a processproduces in a unit time. A.k.a. thethroughput rate

Cycle Time: inverse of flow rate. The timebetween two successive completion ofproducts. (Meaningful for discreteprocesses)

Cycle Time = 1/Flow Rate


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Throughput Time

the time it takes for one product in the process.


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Flow Rate = min{Available Input, Demand,Process Capacity}


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Supply- vs Demand-Constrained

Demand

Input

Bottleneck

(Capacity)

Excess

capacity

Flow Rate

Demand

Input

Bottleneck

(Capacity)

Excess

capacity

Flow Rate

Supply constrained Demand constrained

Demand

Input

Bottleneck

(Capacity)

Excess

capacity

Flow Rate

Demand

Input

Bottleneck

(Capacity)

Excess

capacity

Flow Rate

Supply constrained Demand constrained

Figure:Supply constrained (left) and demand constrained (right) process


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Work In Process Inventory: Inventorygenerated during the process. It consists offinished and unfinished products, parts, and

components.


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Other ProcessPerformance Metrics

Pertaining to Quality


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Other Metrics

Process Capability Index (PCI)

Defect Rate

Process Variation


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Delayedflightdepartures

WeatherAir traffic delays

Other Aircraft late to gate

Mechanical failures

Equipment

Passenger processing at gate

Late cabin cleanersUnavailable cockpit crew

Late cabin crew

Personnel

Poor announcement of departures

Weight/balance sheet late

Delayed check-in procedure

Waiting for late passengers

Procedures

Late baggage to aircraft

Late fuel

Late food service

Contractor notprovided withupdated schedule

Materials

Fishbone Diagram


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Step 1: Prepare the Checklist For Last Months

Failures and the Pareto Chart

Checklist

Bar Chart

Pareto Chart


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Step 2: Prepare a Fishbone Diagram and BarChart

Fishbone Diagram Bar Chart

A I t t W i F th


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An Important Warning For theScope of This Course

In this course, we will mainly focus on the analysis andimprovement of processes from the perspective of thefirst group of performance metrics such as processcapacity, utilization, costs, and times.

The study of process analysis and improvement forquality will be covered in other courses.


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Questions??

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