Process Mapping & Value Stream Mapping 2009 Quality Training Karin Stricker UW-Stout.
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Transcript of Process Mapping & Value Stream Mapping 2009 Quality Training Karin Stricker UW-Stout.
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 work-flow 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
ES6 Form
BestContracts 20 minBenefits 3-10 minPayroll 60 minVisa
CommonContracts 20 minBenefits 7-15 minPayroll 60 minVisa
WorstContracts 20 minBenefits 20-30 minPayroll 112 minVisa
Processing time and lead times of the HR Lean Project(every vertical line represents 1 day)
Process Mapping Project
Conduct Workshops Cross-functional team Max. 1.5 hours
Start with “GRCA” forms (see example) Create cross-functional Process Flow Chart(s)
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
General
Results
Specific
Forms
Activities
Specific step-by-step
Conditions
Specific requirements to start process
Process Mapping Project (cont’d)
Analyze the process Reduce number of interfaces Identify obstacles
Determine possible causes Ishikawa, Cause-and-Effect, Fishbone
diagram (see example) Select and implement solutions Document the results Follow up
Typo / human error
Start / End date wrong
Typo / human error
Don’t want to give it to the department
Department didn’t ask
Doesn’t know how to do itNo fie
ld to si
gn
Didn’t check their numbers
Business mgr. or acct admin didn’t check it
Ishikawa Diagram
ES6 info wrong and/or
incomplete
Causes
Solutions
SSN wrong or missing
FTE calc./ Acct. code wrong
Salary base / calc. wrong
Don’t have one (yet)
Missed it on the form
Doesn’t know how to do it
Acct No hasn’t been assigned yet
Human ErrorJust
learned the
grant has b
een
approved
Wrong min/max Salary
Going off old
informatio
n
Rise in
formatio
n
not ava
ilable ye
t
Making
something up
Start / End date wrong
Create checklist
Make sure form is filled in online before printed
“Must”
fields
completed
Detail sheet wrong
Success Factors
1. Management support
2. Willingness for change
3. Problem Solving Eliminate the cause of problems so they do not recur Yield for 80% and make changes as needed
4. Documentation Plain language, easy to read Easy accessible
5. Follow up Auditing Continuous improvement
Questions?
Thank you for your attention!