Mapping a Process

Understanding
g yyour p
processes
Why map your process?
The flowcharts in procedures and quality manual show how
the process should be.
be Process mapping is the detailed
mapping of the real process.

Process maps:
• Bring clarity to complex processes
• Highlight non-value adding activities
• Start the process of thinking about improvements
Versions of a map

Any Process Has At Least Three Versions

What You THINK It Is What It ACTUALLY Is What it SHOULD Be

Hidden work

What the procedure says What the operator does What the future state can be

Map
p what it really
y is not what y
you think it is!
What actually happens – Spaghetti Diagram

Part no
3102336
V.D.F.
4295-01
H.T.

•
4295-02

•
MARKING 3
•
4295-03 INSP.

•
WASH 2

• HEAT
TREAT

•
DEBURRING
•
BLAST

• BENCH

•
•
RAW
GHETTI DIAGRAM

Area:

MAT'L PAINTING
J&S
FINAL
INSP.
• • 2

LATHE
3148

FADAL
•
4400

•
5139
DISTANCE OF PARTS
SPAG

•
2

•••
F.P.
STORES VERT •
GRINDER
3220
INTERNAL
EXTERNAL
116
490
SHAPER 2
12008
606
•
. TOTAL METRES
Team:

S.T.I.
M.P.I
.
What actually happens – Spaghetti Diagram

Goods Inwards

Warehouse
1. Prod’n m/c 2. Prod’n 
Material store
Material store m/c

Material cart Material cart

QS
Q Material distance  = 1,230 M
Production Area
QC distance  =    400 M
Lead time =    5 days
SIPOC Diagram

Suppliers Inputs Process Outputs Customers

External
•External Materials
•Materials Process Materials
•Materials External
•External
•Internal •Services •Services •Internal
•Information •Information

Step 1 Step 2 Step 3 Step 4 Step 5

• A simple form of process map used to get an overview of

a process
• Can be seen as a cell of a larger map
Process Mapping

The map lists every step that is involved in the delivery of

the product/service.
There may be more than 
There may be more than There may be more than one 
There may be more than one
one input! output throughout the process.
Decision Decision
Start  Operation
process
Input Operation Operation Output End
No Yes No Yes

Operation Operation

Use hierarchical mapsp to

Decision Decision
Start  Operation
process
Input Operation Operation Output End
No Yes No Yes

drill down into the detail Operation Operation

Decision Decision
Start  Operation
process
Input Operation Operation Output End
No Yes No Yes

Operation O
Operation
ti

Decision Decision
Start  Operation
process
Input Operation Operation Output End
No Yes No Yes

Operation Operation
Example
p Process Mapping
pp g Symbols
y

BLUE Activity TAN File

GREEN Transportation WHITE Document

YELLOW Inspection GREY Computer

GREY Connector
PINK Delay

YELLOW Information
ORANGE Decision Requirements
 The Process Mapping Process

Identify the Map the total Identify & Implement new

process to be order fulfilment eliminate waste process and
mapped. process. in the process. communicate
For each step Id - use 7 Standardise
e.g. a product record :- wastes, the process,
or service operation Brainstorm, communicate
through a name/ 5Y’s 5W1H
5Y’s, with those
specific purpose, flow etc affected and
distribution type, monitor
route.
t Solve - use 5S
5S,
department, effectiveness.
ff
SMED, JIT,
area, distance,
Poka Yoke,
time, quantity,
TPM etc
people.

Start over
 Activity/Task Process Mapping
C E
PROCESS FLOW ANALYSIS CHART B CURRENT D PROPOSED
PROCESS: A CHANGES
PLAYER:
PHASE:
# Activities Tasks
Value Stream Mapping (VSM)
What is a value stream?
• Any
A flflow off information
i f ti and/or
d/ materials
t i l and/or
d/ ideas
id
throughout and enterprise.

1. Information management e.g. Order processing, purchasing

2 Physical transformation e
2. e.g.
g Materials
Materials, logistics
3. Intellectual property e.g. Improvement ideas, designs, project
management

VSM is an advanced form of process mapping.

Value stream - flow through all departments

ORGANISATION
UNIT

DEPARTMENT A DEPARTMENT B
FUNCTION FUNCTION FUNCTION FUNCTION FUNCTION
INPUTS
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY Product/
FROM
Service
SUPPLIERS
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY Product/
Service
Product/
ACTIVITY ACTIVITY ACTIVITY ACTIVITY ACTIVITY Service
TO
CUSTOMERS
 Value Stream Map – Current State
Pre Prod’n L/T
4.3 days 4 days 0.3 day
Pre Prod’n P/T 8 hrs 0.3 hrs
8 3 hrs
8.3

Purchase Enter Order

Order & Customers
IN BizSys IN spec
PO Manual x3 x1
10 jobs P/T 10‐30 min
5 jobs Revenue £10 m/yr
P/T = 4‐12 hrs Avg 10 orders per 
L/T 4‐8 hrs
4‐8 hrs
Suppliers L/T 3‐4 days day
Job folder Rel. 98%
Rel 90% L/T 10 days
10 orders/day Invoice
20 items per job PPM 500

Raw material x3
20 days  L/T 15‐20 days
Schedule Order
lead time Small items x50
L/T 5 days
Invoice Collect cash Payment
Sprea x1
Cutting fluids x2
Cutting fluids x2 dh t
dsheet
L/T 3 days Pay Suppliers IN IN BizSys IN BizSys
x1 x1
P/T 15 min
P/T 15 min P/T 0‐60 min
IN BizSys x1 L/T 1 day L/T 45 days daily
I invoice /day
P/T 15 min
Rel 99%
1 week L/T 60 days When all
matls’ are
matls
Job folder available
BOL

Receipt Manufacture Assemble Pack & Ship Order to ship lead time 10.3 days

IN I
3 days x10 Push
I FIFO I First pass yield  99.3%
10 days x25 1 day x5 Quality 2000 ppm
3 jobs Order to cash lead time 55.3 days
y
P/T 1 3 hrs
P/T 1‐3 hrs P/T 2 6 hrs
P/T 2‐6 P/T 1 h
P/T 1 hr
FIFO Order to cash process time 16.5 hrs
I Yield 99.5% Yield 99.8% Rel 100%
C/O = 2 hrs PPM 2000 Inventory & WIP 44 days
30 days OEE = 50% Rel 98%
Rel 98%
Prod’n L/T
0.5 day 3 day 0.5 day 1 day 0.5 day 0.5 day 6 days

2 hrs 4 hrs 1 hrs Prod n P/T

Prod’n
7 hrs

Where are the problems?

 Value Stream Map – Current State
Pre Prod’n L/T
4.3 days 4 days 0.3 day
Pre Prod’n P/T 8 hrs 0.3 hrs
8 3 hrs
8.3

Purchase Enter Order

Order & Customers
IN BizSys IN spec
PO Manual x3 x1
10 jobs P/T 10‐30 min
5 jobs Revenue £10 m/yr
P/T = 4‐12 hrs Avg 10 orders per 
L/T 4‐8 hrs
4‐8 hrs
Suppliers L/T 3‐4 days Kaizen day
Job folder Rel. 98%
Rel 90% VSM L/T 10 days
10 orders/day Invoice
20 items per job PPM 500

Raw material x3 Kaizen
20 days  L/T 15‐20 days
Schedule Order
JIT
lead time Small items x50
L/T 5 days
Invoice Collect cash Payment
Sprea x1
Cutting fluids x2
Cutting fluids x2 dh t
dsheet
L/T 3 days Pay Suppliers IN IN BizSys IN BizSys
x1 x1
P/T 15 min
P/T 15 min P/T 0‐60 min
IN BizSys x1 L/T 1 day L/T 45 days daily
I invoice /day
P/T 15 min
Rel 99%
1 week L/T 60 days When all
matls’ are
matls
Job folder available
BOL

Receipt Manufacture Assemble Pack & Ship Order to ship lead time 10.3 days

IN I
3 days x10 Push
I FIFO I First pass yield  99.3%
10 days x25 1 day x5 Quality 2000 ppm
3 jobs Order to cash lead time 55.3 days
y
P/T 1 3 hrs
P/T 1‐3 hrs Kaizen P/T 2 6 hrs
P/T 2‐6 P/T 1 h
P/T 1 hr
FIFO Order to cash process time 16.5 hrs
I Yield 99.5% JIT Yield 99.8%
Six-sigma
Rel 100%
C/O = 2 hrs PPM2000 Inventory & WIP 44 days
30 days Kaizen OEE = 50% Rel 98%
Quality
SMED
Rel 98%
Prod’n L/T
0.5 day 3 days 0.5 day 1 day 0.5 day 0.5 day 6 days

2 hrs 4 hrs 1 hrs Prod n P/T

Prod’n
7 hrs

Use lean and six-sigma to solve problems

 Value Stream Map – Future State
Pre Prod’n L/T
2.3 days 2 days 0.3 day
Pre Prod’n P/T 3 hrs 0.3 hrs
3 3 hrs
3.3

Purchase Enter Order

Order & Customers
IN BizSys IN spec
PO MRP x1 x1
10 jobs P/T 10‐30 min
5 jobs Revenue £10 m/yr
P/T = 2‐4 hrs Avg 10 orders per 
L/T 4‐8 hrs
4‐8 hrs
Suppliers L/T 1‐2 days day
I Rel 99%
Job folder Rel. 98%
L/T 10 days
10 orders/day Invoice
5 days 20 items per job PPM 500

Raw material x3
20 days  L/T 15‐20 days
Schedule Order
lead time Small items x50
L/T 5 days
Invoice Collect cash Payment
Sprea x1
Cutting fluids x2
Cutting fluids x2 dh t
dsheet
L/T 3 days Pay Suppliers IN IN BizSys IN BizSys
x1 x1
P/T 15 min
P/T 15 min P/T 0‐60 min
IN BizSys x1 L/T 1 day L/T 45 days daily
P/T 15 min I invoice /day
L/T 60 days Rel 99%
2/week When all
matls’ are
matls
Job folder available
BOL

Receipt Manufacture Assemble Pack & Ship Order to ship lead time 6.3 days

I
IN I 1 day FIFO I First pass yield  99.3%
1 day x10 x25 1 day x5 Quality 200 ppm
3 jobs K
P/T 1 3 hrs
P/T 1‐3 hrs P/T 2 6 hrs
P/T 2‐6
Order to cash lead time 52.3 days
y
P/T 1 h
P/T 1 hr
FIFO Order to cash process time 11.5 hrs
I Yield 99.5% Kanban Yield 99.8% Rel 100%
C/O = 10 mins PPM 200 Inventory & WIP 8 days
Super
5 days OEE = 70% Rel 98%
market Rel 98%
Prod’n L/T
small 0.5 day 1 day 0.5 day 1 day 0.5 day 0.5 day 4 days
items
2 hrs 4 hrs 1 hrs Prod n P/T
Prod’n
7 hrs
 Value Stream Map – World Class
Pre Prod’n L/T 1day 1 day

Pre Prod’n P/T 3 hrs 3 hrs

Blanket Orders cell
Online Customers
orders order entry
ERP x1
Revenue £10 m/yr
P/T = 2‐4 hrs Avg 10 orders per 
I Suppliers L/T 1 day day
Standardised Rel 99% L/T 10 days
5 days parts 20 items per job
Invoice
PPM 500 

Raw material x3 Order
10 days  L/T 5‐10 days
lead time Small items x50
L/T 5 days
Invoice Collect cash Payment
Cutting fluids x2
Cutting fluids x2
L/T 3 days Pay Suppliers IN BizSys IN BizSys
x1 x1
P/T 15 min P/T 0‐60 min
IN BizSys x1 Weekly L/T 1 day L/T 14 days daily
schedules I invoice /day
P/T 15 min
Rel 99%
daily L/T 14 days

BOL
Lean Cell
Receipt
I Delivery Order to ship lead time 2.5 days
Sequenced OXOX
1 day x25
production FIFO I First pass yield  99.9%
1 day x3 Quality 50 ppm
P/T 3‐5 hrs
Sequenced
q Yield 99 9%
Yield 99.9% Order to cash lead time 17.5 days
y
P/T 1 h
P/T 1 hr
pull ball Order to cash process time 9 hrs
I system
PPM 50 Rel 100%
C/O = 10 min Inventory & WIP 4 days
Super
2 days OEE = 85%
market Rel 99.9%
Prod’n L/T
small 1 day 0.5 day 1.5 days
items
4 hrs 1 hrs Prod n P/T
Prod’n
5 hrs
VSM Symbols

External Source Electronic flow arrow

Data box Manual flow arrow

Push arrow
FIFO
First in First out stock system

Process boxes Information box

Manual x3
Shipment arrow
x3 Operator (multiples)
daily
Shipment truck
IN
x jobs In-box (Information queues)
K Kanban signal
I
x days
Inventory & WIP
Supermarket store
Time line segments
OXOX Load levelling system
Sequenced pull ball system
Time line ends
Kaizen
Improvement activity
VSM Measures
Measure Symb Description Measure Symb Description
Takt time Takt Customer demand rate Overall equipment OEE Availability rate x
(available time/quantity effectiveness production rate x
required)
quality rate %
Lead time L/T Time to complete a Reliability Rel. Uptime of process %
batch (= inventory /
process rate (Little’s Law)) Change over time C/O Time to change over
Production to delivery ratio P:D Lead time/Delivery process (Last good part
time to first good part)

Process time P/T Time to complete one Yield Yield 100%-%scrap

item (=L/T-waiting time) First pass yield FPY Product of all yields
Operator cycle time OCT Labour time
Scrap rate Scrap Defective parts/Total
Machine cycle time MCT Machine time parts produced %

Value added time V/A Time to change fit, Parts per million quality PPM Defective parts/Good
form or function parts x 1,000,000

Ontime delivery OTD Ontime deliveries/Total Rework rate Rewo Parts reworked/Total
deliveries % rk parts produced %

Inventory I Equivalent number of Area Area Area or space used for

days good product in operation
stock Handling frequency HF Number of times a part
Stock turns ST Number of times/year or item is handled
stock
t k is
i turned
t d O
Operator
t Distance
Di t OD Distance
Di t operator
t
(Inventory days/365) travels
Batch size Batch Number of pieces per Material Distance MD Distance material
run travels
How do we map a process?
1. Decide which process you are going to map and it’s
boundaries
2. Form a multi-disciplinary team with experience of the
process steps (and some that haven’t)
haven t)
3. Find a room with a large wall space (close to the
process if possible)
4. Hang up a roll of paper about 1 metre depth along wall
((mapsp can gget very
y long!)
g)
5. Start at the end of the process and work backwards
(this way you are less likely to get lost)
6. Divide the work amongst the team – no gaps, no
duplication – work in pairs

Continued...
How to map a process continued...
7. Walk the process with the process owner
8 Collect
8. C ll t th
the iinformation
f ti andd metrics
t i on ththe process
9. Use different coloured post-it notes to record each step
and its metrics
10. Identify and problem area and areas for improvement
11 Use
11. U llean ttools l tto d
design
i an iimproved d ffuture
t state
t t
12. Plan the activities to make the improvements
13 Improve
13. I the
th process, verifyif it works
k and d redraw
d th
the map
14. Communicate to relevant people
1 Continue
15. C ffrom step 1 – continuous improvement
Recording Guidelines
• Time each process step to accuracy required. Use previously
g p
collected data for longer process steps
p
• Note variability and reasons e.g. 10 to 30 mins depending
on….
• Record what is agreed as most likely time and highlight
variability
• Estimate the distance in consistent units e e.g.
g metres from
last step. (Mail/e-mail/fax - distance walked to send or receive
message.)
• Identify the area (space) being used/occupied for each
process step e.g. m/c & operator space, desk space,
warehouse/filing space
space. Include isles and tool/equipment
areas
• Use factory/office layouts to ensure consistency.

Continued...
Recording Guidelines continued...
• Count the number of parts/items at each location. Used to
work out stock & WIP or p
pieces of p
paper
p relating g to that value I
stream x days

• Estimate number of parts that the raw material will produce

• Record and scrap and rework directly or from records X
• Record the number of times a person/or material handling
equipment needs to touch or handle the parts/information
during that process step – pick-up, move, put-down is ‘1’
• Record other metrics as required
• Record inputs and outputs from each process step
Example process map

Currentt process
C
map

Future process
map
Summary
• Identify the VALUE STREAM and its BOUNDARIES
• RECORD the th process and
d it
its metrics
ti
• MAP the process on a large flexible surface
• Identify IMPROVEMENT OPPORTUNITIES
• IMPROVE each area
• Make the Product FLOW
• At the PULL of the Customer
• In search of PERFECTION