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Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

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Page 1: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Process Mapping Brown Paper Process Mapping Brown Paper

Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training

Six Sigma Simplicity

Page 2: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Key Learning PointsKey Learning Points

s Encourage Participations Provide Tools to Identify

Issuess Understand Process

Flow

Page 3: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Definition, Purpose and StructureDefinition, Purpose and Structure

s Brown Paper is a term used to describe a portrayal of the operation by written description of process steps and the actual documentation accompanying each process step.

s The method of display is to tape the written descriptions and the document copies sequentially left to right horizontally on a roll of (usually) brown shipping (or craft, or butcher) paper.

s Issues identified during the analysis are displayed on red paper ("the reds"), explanations detailing the process are printed on blue paper.

Page 4: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Definition, Purpose and StructureDefinition, Purpose and Structure

s Brown Papers document the processes with "real-life" documents; this adds credibility to the analysis.

s Assembling the Brown Paper involves all stakeholders in the process, the Brown Paper development process supports building a working relationship.

s A Brown Paper presentation allows the audience to follow the process presented, verify the issues on the documents displayed on the paper, and participate.

s A Brown Paper presentation stands out of the abundance of PowerPoint™ presentations.

Page 5: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Definition, Structure and PurposeDefinition, Structure and Purposes There are 2 types of brown papers.

s A floor brown paper is primarily a vehicle for mounting and displaying floor studies for ease in presentation.

s A system brown paper is an attempt to completely display how the operation being analyzed works. The system brown paper should be done in as much detail as time permits; including activity descriptions, material movement, paperwork, computer screens, inputs, outputs, etc.; all the things that occur in a flow.

s The system brown paper is used to identify opportunities for improvement to be addressed during the “Project” or implementation phase.

Page 6: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Definition, Purpose and StructureDefinition, Purpose and Structures When assembling a system brown paper,

the goal is to have a flow of information that is almost “self-presenting”, meaning that other people should be able to read it unaided and “get it”. There are several advantages to constructing the brown paper in sufficient detail as to be “self-presenting”:

s Consistency in presentations Internal information transfers Validation from the process owner

Page 7: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Gathering of InformationGathering of Information

s Flow Information

s When an Assessment is started, and areas for process mapping are assigned to the team. One of the initial activities should be to obtain an organizational chart for the assigned area, and get the vacation and/or “out of town” schedule for the key stakeholders in the area. This can be used to develop a schedule for gathering brown paper information, as well as preliminary and final presentations.

Page 8: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Gathering InformationGathering Information1. Meet with the area's Manager and obtain the basic

(general) flow. 2. Record the basic flow on large sticky post-it notes.

Lay these out left to right sequentially on some brown paper. This is the first draft of the brown paper.

3. Review this first draft with the Area Manager for accuracy.

4. Ask the Manager to direct you to the key stakeholders reporting to him.

5. Walk through the process with each key stakeholder. 6. Take note of any disconnects between what the

Manager thinks is happening and what actually happens.

Page 9: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Gathering InformationGathering Informations Tracking the Specific Example

s To make the brown paper easier to understand, it is always better to track the same example all the way through.

s Problems or Issues s After the detailed draft of the flow information is

completed, you will be ready to begin identifying problems and issues, also referred to as “opportunities for improvement”.

s Area Checklists s In addition to developing the Brown Paper flows

these checklists outline some questions to be asked in the areas to ensure completeness. Just in case the interviewees don't point it out while you gather the flow and detailed information

Page 10: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Flow: s Arrange the process in a linear flow; this means

that documents flow from left to right and there is only one process step posted per horizontal section of the paper. Avoid backtracking and branching of the process display as much as possible.

s Link process steps with arrows if appropriate. If a process branches off, mark this with a blue note and display the initially omitted branch in a later section of the Brown Paper.

Page 11: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Headers: s Headers are printed on light to medium blue

paper. A header should include a description of the process step or document displayed, its frequency, and the people involved. Standardize the header's font-size and layout throughout the brown paper. Make sure to use the same blue paper for all Brown Papers developed at a project.

Page 12: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Explanation:

s Explanation on the process steps are printed on the same blue paper as the headings, the "blues". Include enough detail so that a presenter who has not worked in the area can obtain enough information to explain the process and explain how the issues impact performance.

Page 13: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Issues:

s Issues are printed in bright red paper, the "reds". Be concise and to the point when writing the issue. Post all studies, observations and examples that support the issue in the vicinity of the red for factual support.

Page 14: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown PaperGraphs:

s Use graphs to illustrate and summarize findings from the studies conducted or data analyzed. Use green to indicate value-added activities, time, or process steps, red for non-value added parts, and yellow for non-value added essential if applicable.

s In a vertical bar chart green would be at the bottom and red at the top, in a horizontal chart green would be to the left and red to the right. If you use yellow, it would be sandwiched between green and red.

Page 15: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Introductory Part and End

s The first three to five feet of the Brown Paper introduce the process map and area to the audience. They also help the presenter to lead into the presentation. The following standardized structure and content facilitate this as well as the identification of the brown paper :

Page 16: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

1.  Title of the process being mapped 2.  Company Logo 3.  Name of location 4.  Executive Summary

Process: briefly summarize the process in a few sentences, what it does, who it serves, why it is important to the business, etc. on blue.

Area Information: Summarize key information for the area: Number of People, Hours of Operations, Breaks/Lunch, Absenteeism Rates, Gross/Net Work Hours, etc.

Performance: Display the area's key performance metrics: People, Volume, Hours, Costs, Ratios, etc.; show trends.

Constructing the Brown Paper

Page 17: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

5.  Introduction to Brown Paper – Who, What, When, Where

a.   Picture of the product – if availableb.  Organizational Chart - this is a must.

Who are the players in the process? Who do they interact with? Who do they report to? How do they fit into the bigger picture?

Page 18: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown PaperIntroductory Section to Brown Paper with Title, Organizational Chart, Summary of Area Data and Process Flow

Page 19: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

s Layout and Assembly of the Brown Paper

When laying out the process flow, information, and issues, use (unless there is a good reason to vary) 8 ½” X 11”/ A4 sheet colored paper. The blue sheets (describing the process steps) should be laid out in sequential order, starting with the earliest event on farthest left side, and be located roughly 4” from the top.

Page 20: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown PaperBrown Paper with Headers, Documents, Flow and

Issues

Page 21: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Studies with summarized data posted on Brown Paper

Page 22: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Summary of the Brown Paper

At the end of the brown paper, summarize the issues on red, develop common "themes" between the issues to build a story. Summarize the key studies in graphs and quantify the issue's impact.

Page 23: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Summary of Issues at End of Brown Paper

Page 24: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

Do’s and Don’ts of Brown Papers

s Use One Part Number/order Number/etcs Avoid Backwards Arrows As Much As Possibles Be Neats Get The Reds

Page 25: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Constructing the Brown PaperConstructing the Brown Paper

s Brown Paper Review with Stakeholders (Validation)This preview ensures that our information sources know what we are going to present to their management.

s Presenting the Brown PaperPresentation of the Brown Papers is typically the conclusion of the Assessment and, at the same time, the sales presentation for the implementation. It is very important that we appear professional and convincing about the issues and their impact.

Page 26: Process Mapping Brown Paper Six Sigma Foundations Continuous Improvement Training Six Sigma Foundations Continuous Improvement Training Six Sigma Simplicity

Brown Paper Brown Paper

Six Sigma FoundationsContinuous Improvement TrainingSix Sigma FoundationsContinuous Improvement Training