Kpiv and kpov template excel

Process Mapping

2

  Provide an overview of Process Mapping

  Show a step-by-step example   Demonstrate where Process Mapping

fits into the DMAIC Process Improvement Model

  Show types & utilization of process mapping

  Provide a Cookbook   Perform a Process Mapping exercise   Analyze a process for Non-Value

Added steps

Process Mapping

3

Understand the Process

Develop and Evaluate Measurement Systems

q  Data Collection Plans

q  Continuous MSA (Gage R&R)

q  Attribute MSA (Kappa Studies)

q  Data Integrity

Evaluate Risks on Process Inputs q  FMEA

q  Process Capability

ü  Current State Process Maps

ü  Identified and measured X’s (KPIV’s)

ü  Measurement system verified

ü  Current capability of Y’s (KPOV’s)

Tools Steps Outputs

Measure q  Understand the

Process

q  Evaluate Risks on Process Inputs

q  Develop and Evaluate Measurement Systems

q  Measure Current Process Performance

Measure Current Process Performance

q  SIPOC / VSM q  Input/Output

Analysis q  C&E Matrix q  Detailed Process

Maps

Measure

4

What is the tool? -  Graphical illustration of the

work process

What will the tool identify? -  All value-added and non-

value-added process steps

-  Process Inputs (X’s)

-  Process Outputs (Y’s)

-  Data Collection Points -  First Input Variables to put in

FMEA

What are results of Process Mapping? -  Identify systems needing

Measurement Studies

-  Identify Output Variables for Capability Studies

-  Identify missing elements in the Control Plan

-  Identify possible non-value- added process steps

Process Mapping Overview

5

Process Mapping Overview

When to do Process Mapping?

To do or not to do?…..

ANSWER:

At the beginning!!!

Always!!!

And

Again and Again!!!

6

  Should describe:

-  Major activities / tasks

-  Sub-processes

-  Process Boundaries -  Input Variables (X’s)

-  Output Variables (Y’s)   Should be reviewed frequently and updated

),...,,( 21 kxxxfy =

Process Mapping

7

The Funneling Effect

30+ Inputs •  SIPOC & Process Mapping •  C&E Matrix •  Failure Modes & Effects

Analysis

MEASURE All X’s

1st “Hit List”

10 - 15 •  Multi-Vari Studies ANALYZE Screened List

6 - 10 •  Design of Experiments (DOE) IMPROVE Found Critical X’s

3 - 6

Critical Input Variables

•  Control Plans CONTROL* Controlling Critical X’s

8

  Team Effort – Manufacturing Example: -  Manufacturing engineers -  Line operators -  Line supervisors -  Maintenance technicians -  Suppliers

  Inputs to Mapping -  Brainstorming -  Manuals, work instructions -  Engineering specifications -  Operator experience -  Fishbone diagrams (6 Ms)

•  Transactional Example: -  Sales force -  Engineers -  Operators -  Supervisors

Preparing the Process Map

9

  Identify the process in basic terms   Identify External Supplier (Inputs) -  Raw materials

-  Incoming information

-  Personnel

  Identify the Customer Requirements (Outputs) -  Process or Product customer specifications or critical

attributes. -  Business/Organization Performance metrics.

(We need to get a “high level” view of the process first)

SIPOC

10

Order Entry Phone FAX Email EDI

Price Availability Confirmation of

Order Promise Date Order number

Inputs Outputs

Non- Manufacturing

Manufacturing

Stamping SOP Dies Raw Stock Equipment Die Maintenance Operator

Flatness Undamaged Parts Dimensionality Tensile Strength Burr free Cycle Time

Inputs Outputs

SIPOC Examples:

11

Supplier

Supplier

S

Process Input

Process

Input

Process Input

“Big X’s”

I

Process Step 1

Process

Step 2

Process Step 3

Process

Step 4

Process Step 5

Process

Step 6

P

Process Output

Process Output

Process Output

“Big Y’s”

O

Customer

Customer

C

Traditional SIPOC Layout

12

  Start with the Customers and work to the left -  Always keeps the customer as the focus

-  Can be confusing if Process is unclear

Or   Start with the Process and work outward -  More intuitive for team members

-  Risk less customer focus – you must facilitate the focus!

Try either method … see which works better for you.

Methods for Making SIPOC

13

  You have been identified as a team responsible for running a coffee shop that makes coffee for Six Sigma Training.

  There have been complaints about the coffee, and your mission is to improve the process of making coffee with our existing equipment (Mr. Coffee type maker).

  Your first task is to document the process with a SIPOC.

  Good luck: The last coffee team was awarded the Bilge- Water Coffee Award and had to drink their own brew. Everyone else is buying from the machine. (The previous team did not use any Six Sigma tools.)

Coffee Making Exercise

14

  Now that you know who your customer is…… -  Gather the Voice of the Customer

(VOC) about what is critical in their eyes about the process

-  Gather the Voice of the Business (VOB) about what is critical from a business perspective about the process

Voice of the Customer

15

Voice of the Customer

VOC Cookbook

16

Setting up the Interview   Contact the people in advance and schedule the

interview. Make sure not to conflict with other schedules -  Keep in mind that people may be concerned about why

you want to talk to them   Keep the interview short -  no more than 30-45 minutes

  Ask them to collect any forms, documents, lists, or procedures that are normally used

  Develop a set of interview questions

Let your team members conduct the interviews too!

17

  S - Enter at the Social level. -  Put them at ease. Discuss the weather, something from the

news. Go easy.   O - Explain the Objective of the meeting, discussion, etc. -  Why are you here, what are you doing, why are you doing it?

  L - Listen to what they say. -  Ensure you’re non-verbal cues show you are interested.

  A – Advise or Ask -  Influence by recommendations, coaching, persuading,

confronting, or asking probing questions for more understanding

  R - Record. -  Identify and record specific steps or outcomes.

The SOLAR Model is a ‘checklist’ for you to remember

Conducting the Interview The SOLAR Model

18

Interviewing: Notes & Things to Remember

  Be sure to thank the people you interview.   Be sure to thank their manager/supervisor for letting

them meet with you. -  Remember they can’t be doing their job if they are

talking to you.

  Be aware of how much time you have spent conducting an interview. -  Don’t ask for 30 minutes and stay 60.

19

  Your next task is to gather the voice of the customer and voice of the business to develop the customer requirements. -  Choose one of your team members to be the

customer representative -  Choose one of your team members to be the

business representative -  Develop your interview questions and interview

the customer and business representative -  Decide on the top 3-5 customer & business

requirements of the coffee process based on the input that you have received

Coffee Making Exercise

20

  SIPOC

  Detailed Process Map -  Flow Chart -  Cross Functional Map -  Cross Resource Map

  Map Sub-processes -  Process Evaluation for

NVA Steps

R ound 1

R ound 2

R ound 3

Stop

Start

Stop

Increasing Process Description Detail: Top Down Mapping Method

21

Process Mapping

Process

Mapping

Cookbook

22

Step 1: Select the Overall Process

List the Key Inputs of Overall Process -  Raw Materials - 

Information

Document Key Outputs of Overall Process -  Work with all of your

customers (internal and external)

Hiring Process

KEY INPUTS

KEY OUTPUTS

Complete Requisition

Job Description

Compensation Package

Resumes

Compensation Package

Qualified Candidate List

Background Check

New Hire

23

Step 2: List all of the Individual Steps of the Process

Include all value added and non-value added steps

Process steps, inspection/test, rework, scrap points

Create Requisition

Post Requisition

Screen Resumes

Interview Candidates

Select Candidate

Train Employee

24

Step 3 - List Key Process Output Variables for each Step

Create Requisition

Post Requisition

Screen Resumes

Interview Candidates

Select Candidate

Train Employee

Completed Requisition Job Description Compensation Package

Resumes

Short List of Qualified Candidates

Ranked Candidates Interview Team Feedback Checked References Drug Screening Background Check New Hire

Trained Tyco Employee

25

Step 4 - List Key Process Input Variables & Classify as Controlled or Uncontrolled

C - Department Needs C - Budget C - Job Duties U - Responsibility/ Authority C - Compensation Guidelines C - Internal Hiring Policies C - e-Source

U - Temporary Agencies U - Headhunters C - Print Advertisement U - Candidate Search Companies U - Campus Recruiters U - Tyco Employees U - Internal Tyco Connection site C - e-Source

U - Resumes C - e-Source

C - Key Behavioral Interview Questions U - Interview Team C - Interview Rating Sheet

C - Ranked Candidates C - e-Source

C - Human Resource Personnel C - Startup Forms C - Policies and Procedures C – Tyco Management Benefits Package

Create Requisition

Post Requisition

Screen Resumes

Interview Candidates

Select Candidates

Train Employee

C = Controlled Inputs: Input Variables that can be changed to see the effect on Output Variables. Sometimes called “Knob” variables

U = Uncontrolled Inputs: Input Variables that impact the Output Variables but are difficult or impossible to control (may also be controllable, just not under control currently)

Example: Environmental variables such as humidity

26

Current System Controlled Uncontrolled

Po ss

ib le

U nc

on tro

lla bl

e

C on

tro lla

bl e

No short term solution

Long term – possibly implement

technology

Validate with Measurement

System Analysis

Why?

Validate it’s truly uncontrollable with

DOE

OPPORTUNITY!

Put in control system

Label as U*

Label C or U Using Current System

Is it Controlled or Uncontrolled? Is it Controllable or Uncontrollable?

27

Outputs

•  Cycle Time •  Material

properties

Feed Feed

material from roll

Cutting Cut material

to length

•  Cycle Time •  Correct

length •  Burr free

Stamping Stamp piece

to size

•  Cycle Time •  Correct part •  Burr free •  Correct

dimensions •  Tensile

strength

Drawing Draw

features

Outputs

•  Cycle Time •  Correct part •  Correct

dimensions •  Tensile

strength

Punching Punch out features

•  Cycle Time •  Correct part •  Burr free •  Correct

dimensions •  Tensile

strength

Cleaning Clean metal

surface

•  Cycle Time •  Clean

surface •  Residue

free

•  Gear speed •  Gear wear •  Material lot •  Material

properties

Inputs Type

C U U U

•  Shear speed •  Shear wear •  Material

properties •  Clamping

force •  Shear force

C U U C U

•  Die wear •  Material

properties •  Ram force •  Ram speed •  Die number •  Die hardness

U U C C C C

•  Drawing speed

•  Material properties

•  Die number

Inputs Type

C U C

•  Punch speed •  Punch wear •  Material

properties •  Clamping

force •  Ram force

C U U C U

•  Solvent purity

•  Solvent age •  Surface

roughness •  Contaminant

level •  Humidity •  Temperature

C U U U U U U

Process Mapping Manufacturing Example

28

(Non-Manufacturing) Outputs

Answer Phone •  Greet customer •  Determine P/N •  Identify need date •  Identify ship to

address •  Identify ship method

Internal Information •  Get internal P/N •  Determine terms •  Identify lead time •  Complete order

worksheet

Order Entry •  Input information •  Print order confirmation •  Determine ship date •  Review order

Order Confirmation •  FAX confirmation to

customer •  Verify manufacturing

receipt of order

Inputs Type •  Order

worksheet •  Computer

entry screens •  Lead time

information from mfg

•  Shipment method

•  Printed confirmation sheet

•  Production schedule

•  Customer contact info

•  Production contact info

•  Confirmation procedure

U C U C

C U C C C

Inputs Type

•  Information from customer

•  Greeting script

•  Answering procedure

•  Telephone system

•  Cross reference for P/N’s

•  Order information

•  Plant loading information

•  Order worksheet form

•  Pricing algorithm

C C C U

C U U C C

•  Prompt answer

•  Live body •  Part

number •  Availability •  Need date

•  Customer number

•  Order worksheet

•  Pricing

Outputs •  Order in

computer •  All line items

complete •  Promise date •  Order

number •  Printed

confirmation

•  Order confirmation to customer

•  Order to production

Process Mapping Transactional Example

29

Make Sure all steps are counted: Major activities/tasks

Sub-processes

Process Boundaries

Key Process Input Variables (KPIV’s (X’s))

Key Process Output Variables (KPOV’s (Y’s))

This is NOT a one time exercise!

Process Mapping Tips

Don’t forget to walk the

process

30

  When the customer arrives at the shop, they have a need-- a need for a cup of coffee.

  That need is translated into a customer order. It is this order that actually flows through the coffee process and carries the need. -  This customer order may change from information to physical

material and equipment as it moves through the process.

  As the order moves through the process, each activity adds a degree of fulfillment to that order.

  At the end of the process, the fulfilled order is delivered. -  To the customer, the output of this process is a cup of coffee. -  To the process manager, the output of the process is a successfully

completed order.

What is the entity that moves through a coffee shop?

Example: Coffee Shop

31

  Your next task is to document the process with a Detailed Process Map.

  Good luck & Be Careful: The Bilge- Water Coffee Award could be given to your coffee shop by the Six Sigma class.

Coffee Making Exercise

Template: Process Map CE FMEA.xls

32

  For Input variables identified as Controlled and for Critical Inputs, we can add the operational specifications and Targets for these variables

  This information is the beginnings of the Control Plan!

Use spec numbers if available, not just input category

Add Specifications for Inputs

Controlled Input Variable

Target Upper Spec

Lower Spec

Die Wear ? 2.56 2.33

Solvent Type ? ? ?

Ram Speed ? 800 750

Clamping Force ? ? ?

33

Add’l Example of Detailed Map

Input Meas. Sys. Spec Type Major Step Sub-Step Output Meas. Sys. Spec. Cp/ Cpk

Prepare Premix

Tank Temp Thermocoup

140-150 F Cont

Add DI Water Colorimeter

Lab Test

2400- 2600 um 0.6/0.4

Agit. RPM Tachometer

200-250 rpm Cont Add Gelatin Viscosity

Lab Test

1000- 1050 cp 1.0/0.6

Correct Weight Scale

148-152 Kg Cont Add Dye

KPIV's Process Steps KPOV's

Types of Process Maps

34

Transactional Non-Manufacturing

Example Manufacturing Example

MACRO Organization Customer Service

Plant East Berlin

LOCAL Process Customer Orders Process Area Z-Pack Assembly

MICRO Subprocess Order Entry Process Step Work Center 5052

•  Start at Macro level and work towards the Micro level, as required

•  Focus Local and Micro level work in areas of largest potential gain

•  Don‘t go more detailed than you need to – avoid analysis paralysis.

Different Levels of Process Maps

35

  Flow Chart (aka Block Diagram) -  Shows process steps, without worrying

about details

-  Useful as a first pass to understand process steps

  Cross Functional Map (aka “Swim lane”)

-  Rearranges flow chart process steps into lanes of functions

-  Clearly shows hand-offs

-  Process steps move left to right as time progresses

  Cross Resource Map

-  Further drill down into functions, showing actual resource to resource hand offs

customer

No

Yes

No

Yes

Function 1

Function 2

Function 3

Function 4

Function 1

Function 2

Function 3

Function 4

Resour ce 1

Reso urce

2

Increasing Process Description Detail: Types of Maps

36

Creating a Cross-Functional Process Map

NOTE: This method is especially useful when the focus is on reducing process Cycle Time, or when the process flow is too complicated to show as a linear sequence of activities – often the case in large, cross- functional processes (see Cross-Functional Process Map examples)

37

Process Mapping

Cross- Functional

Process Cookbook

38

1. Post multiple flipchart pages on a wall

2. Define key functions, departments, people, systems that participate in the process (write on Post-Its)

3. Draw horizontal “Swim Lanes” for charting the activities of each function from step 2

4. Working from left to right, define each activity, write it on a Post-It, and place in the appropriate “Swim Lane”

Creating a Cross-Functional Process Map

39

5. Include Decision Points, Inspection Points, Queues

-  SEE MAPPING SYMBOLS, NEXT SLIDE >>>> 6. Refrain from drawing connecting lines until the map is complete

-  there may be disagreements to be resolved before the “real” activity path is agreed to

-  pencil-in lines temporarily to clarify the flow 7. Work from left to right until all major activities have been captured 8. Add activity cycle times

-  decide on a “threshold” time – activities less than the threshold don’t need to be given a time

-  this may require some data collection!

Creating a Cross-Functional Process Map

40

Process Step or Operation (Green)

Quality Check or Inspection (Red)

Storage / queue (Red)

Decision (Yellow)

Transport or movement

These symbols are

extremely helpful in

doing As-Is/Can-be

Analysis.

Green represents

movement. Red represents

a queue or stop of some

sort. Yellow represents

a delay.

Creating a Cross-Functional Process Map

41

25%

75%

10. Be sure to walk the process, to verify and clarify the flow

11. Once consensus is reached on the activities and flow, draw the connecting arrows

12. Using a flipchart, list steps that are “problematic,” i.e. where there are disconnects, errors, inefficiencies, or breakdowns. These will be inputs to the C&E Matrix later.

Don’t forget to walk the

process

Creating a Cross-Functional Process Map

9. At decision points, estimate the percentage of flow that currently follows each alternative, and note on the chart

42

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Bldg 3 dock

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Inspection

Insert 3 EPROM 1-Battery

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St oc

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Pull EPROMs and Battery

QE DispositionScrap

Insert in chassis Connect Cable

Insert 3 EPROM 1-Battery

Bldg 3 Dock

Inspect

Ware House

Audit / Kitting

1ST Piece Verification

Pre Oven Verrification

Post Oven Verification

PreWave Verification

Finals (T/ U, Depanel, Backload)

Package & Ship

TH Prep

Reseat EPROMs Retest

Manuals & Carton

2 Hr Burn-in

SMT

Touch UP R/C & C/A

Touch UP R/C & C/A

SMT Hand Load

Reflow Oven

Inline Wash

Wave Operation

TH Load FinalInspection

LabelingTest

Troubleshoot & Repair R/C & C/A

W av

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Inline Wash

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1ST Piece Verification

Touch UP R/C & C/A

Touch UP R/C & C/A

Example of Cross-Functional Process Map – Skyline & Valleylab Process

43

Thumbnail of Detailed Gelco Process before Six Sigma analysis

Thumbnail of Improved Gelco Process after Six Sigma analysis

Example: Cross-Functional Process Map - Gelco

44

Analyzing a Process Map

The Process Map that you have developed - whether an Inputs/Outputs Process Map, Cross-Functional Map, or Detailed Flowchart - will usually expose opportunities for immediate action --- “low-hanging fruit” or Non-Value Added (NVA) activity This is particularly useful in analyzing an existing work process for disconnects, redundancies, rework loops and delays. Issues / problems identified can either be further analyzed via the C&E Matrix / FMEA or can be targeted for immediate corrective action.

45

Analyzing a Process Map

What You Think It Is... ...Without NVA steps What It Actually Is...

46

If you are going after cycle time reduction this is the time to identify and remove or reduce the non-value-added steps

Definition of value-added

-  Customer recognizes the

value

-  Changes the product

-  Done right the first time

-  Required by law, regulation,

or contract, or for HS&E or

ethical considerations

This is extremely important to do when you are moving, modifying, introducing, or designing a new process!!

Analyzing a Process Map

47

Anything other than the minimum amount of equipment, materials, parts, space, and worker’s time, which are absolutely essential to add value to the product

WASTE

MRB’s are our life

What is Waste?

Analyzing a Process Map

48

A step may be non-value added BUT necessary if:

it’s required by law, regulation or contract or,

it has health, safety, environmental, or ethical considerations

You mean I have to put this back?

YES!!! But don’t ever give

up

Analyzing a Process Map

49

Process Mapping

Analyzing a Process Map

Cookbook

50

1. Validate the process map with a “walk through” by the entire team (establish baseline)

2. Identify value-added and necessary steps 3. Identify other streamlining activities to improve

process flow 4. Benchmark “best-in-class”/”world class”