Post on 02-Jun-2018
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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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Process Charts Example
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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Process Charts Example
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 Performance Metrics
Process Capacity = Bottleneck Capacity
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Process Performance Metrics
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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Process Performance Metrics
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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Process Performance Metrics
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??