Process mapping

Dr. Syed Amir Iqbal.

 Process Mapping

Current (As Is ) to Future (To Be)

State

Dr. Syed Amir Iqbal

Moving from Functional to Process View
 Why Should You Care?
• High performing organizations must succeed with all
areas of the Criteria.
• Taking the Criteria into account will help us build a
high performing organization.
• Excellence does not happen on its own; it must be
planned and created.
 Systems Theory
• The whole is greater than the sum of its parts and is
seen as a set of interrelating, interacting hierarchy of
sub-systems some of which may be self-organizing.
• Systems Theory sees our world in terms of 'systems',
where each system is a 'whole' that is more than the
sum of its parts, but also itself a 'part' of larger
systems.
• The concept that all people, places, things and forces
in the universe are integrated into a hierarchy of
mutually influential matter and energy.
 Systems Theory for the Rest of Us
• Much about in one place, and you’ll impact
something somewhere else, something you
likely hadn’t considered.
• It’s all one big whole.
• The caution: When working on your piece of
the pie, attempt to see the relationships and
impacts elsewhere.
 Supplier
Inputs
Process
Outputs
Customer
 Benefits of Process Mapping
• Puts a spotlight on waste
• Streamlines work processes
• Defines and standardizes the steps and
sequence
• Promotes deep understanding
• Builds consensus
• Key tool for workcell design
 Why Map Processes?
• The purpose of process mapping is to use
diagramming to understand the process we currently
use and ask what is expected of us; what should we
be doing to provide better customer focus and
satisfaction. It will identify what best practices we
need to incorporate and find appropriate
benchmarks for measuring how we can arrive at
better ways of communicating our services. As Dr.
George Washington Carver put it – "It is simply
service that measures success."
 SIPOC Diagram
Suppliers Inputs Process Outputs Customers Requirements
   See Below   
    
    
    
    
    
    
    
    
    
    
    

Step 1: Step 2: Step 3: Step 4: Step 5:

From http://www.isixsigma.com/library/content/c010429a.asp
 7 Step to Process Mapping
1. Determine the Boundaries
2. List the Steps
3. Sequence the Steps
4. Draw Appropriate Symbols
5. System Model
6. Check for Completeness
7. Finalize the Flowchart
 Two Keys to
SIPOC and Process Mapping
• With SIPOC, start with customers & outputs.
The outputs are the products and services the
organization creates. Be customer-focused
and product-centered.
• When mapping processes, keep to a single
product or class of products. The more specific
and narrow, the better.
• Remember that processes are verbs and
outputs (products/services) are nouns.
 Step 1: Determine the Boundaries
• Bracket the process.
• Think about the process of making coffee. I
could start by growing coffee beans, or
purchasing a can of ground beans, or reaching
into the kitchen cabinet.
• After proceeding, you might find your
boundaries are too large or too small; that’s
okay, just readjust.
 Step 2: List the Steps
• Use sticky notes for brainstorming.
• Have everyone put stuff up without editing or
commenting.
• You’ll find that steps are at different
granularities; later you’ll have to organize
hierarchically. For instance, “plant seed”
might be one, but within that would be
“prepare the soil,” “punch a hole in the dirt,”
“place seed,” etc.
 Step 3: Sequence the Steps
• The steps are on sticky notes: Move them
around.
• Engage in discussion with other group
members.
 Step 4: Draw Appropriate Symbols
• Keep it simple to start. Use just the bare
number of different symbols.
• See next slide for basic shapes of ovals,
squares, diamonds, and arrows.
• Additional standard symbols defined in the
Coast Guard Performance Improvement Guide
(PIG), on page 132 (5th edition).
 These are the only
shapes we’ll be needing
to use for process
mapping.
 Step 5: System Model
• Step back and consider impacts from and to
other parts of the system.
• Reach back to the SIPOC model and ensure
appropriate inputs included.
• Re-evaluate the level of granularity for the
process; is the current granularity appropriate
for what you are trying to accomplish?
 Step 6: Check for Completeness
• Run through the process as mapped and
ensure it makes sense.
• Consider moving from the current process to
the ideal process; as a part of this, remove
excess steps and trim the process down (see
next slide)
Eliminate Steps No Longer Needed
Issue raw ok Rough saw Transport to Transp . to
Inspect Deburr
material material deburr stretch press

not ok

Stretch form Transport to Heat treat to Transport to

Hold in freezer Stretch form
complete freezer AQ cond . heat treat

ok Transport to Transport to
Hydroform Insp on CF Saw net Deburr
saw deburr

not ok

Transp to m/c ok hardness Transport to Transport to

Machine Age
shop check insp. age

not ok

not ok
Transp to Transport to ok Transp to
Deburr Insp Chemical clean
deburr insp. finish

ok Primer
Transp to store Insp Part marking Chemical film
application

not ok
Back to area resp .
 Step 7: Finalize the Flowchart
• Recheck for redundancy; add missing steps.
• Ensure group consensus.
• Take a digital picture (largest image size
possible) of process map.
• Record. While a high-powered program is
coming, for the time being, use Visio or some
other available software program.
 Your Working Group’s Ultimate Task
• Define all key products/services produced by
the staff element.
• Identify key customers and requirements for
each product.
• Create process maps which reflect the desired
future state and ensuring each process step
adds value.
Relationship Map
Block Diagram
Linear Flowchart
Process Flow Map
Cross Functional – “Swim-lane” Maps
As~Is Process (Value / Non Value Add)
Process / Product Benchmarking
 Class Fees

• Objective:
Illustrate new business process or changes to
business process

• Outcome:
Clear understanding of process and ability to
discuss implementation without confusion
COURSE FEE CHART
(Process, Before and After)
The QuikCopy Store does copying jobs for walk-in customers. When a customer comes in
with a copy job, a desk operator fills out a work order (name, number of copies, quality of
paper, and so on) and places it in a box. An operator subsequently picks up the job, makes
the copies, and returns the completed job to the cashier, where the job transaction is
completed. The store would like a job process flowchart that describes this sequence of
tasks.

1. Desk operator fills out work order

2. Work order placed in "waiting job" box
3. Job picked up by operator and read
4. Job carried to appropriate copy machine
5. Operator waits for machine to vacate
6. Operator loads paper
7. Operator sets machine
8. Operator performs and completes job
9. Operator inspects job for irregularities
10.Job filed alphabetically in completed work shelves
11.Job waits for pickup
12.Job moved by cashier for pickup
13.Cashier completes transaction
14.Cashier packages job (bag, wrap, or box)
 Problem
             
 1          
 Desk operator fills out work order
 2          
 Work order placed in "waiting job" box
 3          
 Job picked up by operator and read
 4          
 Job carried to appropriate copy machine
 5          
 Operator waits for machine to vacate
 6          
 Operator loads paper
 7          
 Operator sets machine
 8          
 Operator performs and completes job
 9          
 Operator inspects job for irregularities
 10          
 Job filed alphabetically in completed work shelves
 11          
 Job waits for pickup
 12          
 Job moved by cashier for pickup
 13          
 Cashier completes transaction
 14          
 Cashier packages job (bag, wrap, or box)
 A Process Flowchart of Apple Processing

S.No.  Description Time (min) Distance (feet)

1  Unload apples from truck 20
2  Move to inspection station 100
3  Weigh, inspect, sort 30
4  Move to storage 50
5  Wait until needed 360
6  Move to peeler 20
7  Peel and core apples 15
8  Soak in water until needed 20
9  Place on conveyor 5
10  Move to mixing area 20
 A Process Flowchart of Apple Processing

           
 Description Time Dist
 1  Unload apples from truck 20          

 2  Move to inspection station 100          

 3  Weigh, inspect, sort 30          

 4  Move to storage 50          

 5  Wait until needed 360          

 6  Move to peeler 20          

 7  Peel and core apples 15          

 8  Soak in water until needed 20          

 9  Place on conveyor 5          

         
 10  Move to mixing area 20
 Mixing of Aspirin
No. Description Worker Time
(hrs)
1 Unload packages of material from truck to dock on place on pallets 0.2
2 Truck packages of materials to storage area 0.033
3 Store material until needed -
4 Move packages to charge chute 0.025
5 Un package material and pour into charge chutes 0.33
6 Transport charge to mixer 0.030
7 Charge mixer and begin cycle 0.1
8 Wait until mixer completes cycle 0.083
9 Dump mixer charge into receiving vehicle. 0.017
10 Inspect material for proper mixing 0.020
11 Transport vehicle to weighing and packaging station 0.033
12 Operate machine to weigh and package 1500 lbs of mixed material 0.167
13 Transport material to dock 0.033
14 Store material until truck arrives. -
Construct a process flowchart. Identify bottlenecks, potential failure
points, and opportunities for improvement. Identify percentage value
addition in the process.
             
Time Dist Qua VA NVA
1  Unload packages of material from truck to dock on          
place on pallets
 2 Truck packages of materials to storage area          

 3 Store material until needed          

 4 Move packages to charge chute          

 5 Un package material and pour into charge chutes          

 6 Transport charge to mixer          

 7 Charge mixer and begin cycle          

 8 Wait until mixer completes cycle          

 9 Dump mixer charge into receiving vehicle.          

 10 Inspect material for proper mixing          

 11 Transport vehicle to weighing and packaging station          

 12 Operate machine to weigh and package 1500 lbs of          

mixed material
 13 Transport material to dock          

 14 Store material until truck arrives.          

 Predecessor Components
Sequencing the operations
Assembly
chart
Cycle time is the time taken by the longest activity (here it is 7 min).
Throughput time is 46 min.
Figure shows a simplified diagram of bread making process.
There are two steps required to prepare the bread i.e. preparing
the dough and baking the loaves, and packaging. Due to size of
mixer, bread is made in the batches of 100 loaves.
 Packaging 3 shifts Bread making 2 shifts:
work-in-process inventory
• If both bread-making operations start at the same
time, at the end of the first hour, then the first
100 loaves move into packaging while the second
100 loaves wait—work-in-process inventory.
• The waiting time for each 100-loaf batch
increases until the baking is done at the end of
the second shift.
• What is the time that the bread is sitting in work-
in-process?
• Average wip during first two shifts, inventory builds
from 0 to 1,200 loaves (1,600 x .75). (Or 800 loaves
x 2 shifts x .75 pkg.) = 1200/2
• Average wip during third shift is again 1200/2
• The overall average WIP over the 24-hour period is
simply 600 loaves of bread.
• Packaging process in batches.
1) 0.75 hour per 100 loaves
2) Throughput rate of 133.3 loaves/hour (100/0.75)
• Little’s Law calculates the average time that loaves
are in work-in-process is 4.5 hours (600
loaves/133.33 loaves/hour)
XYZ sub shop makes custom submarine sandwiches to order. They are analyzing the
processes at their shop. The general flow of he process is shown below. There is
separate person working at each of the steps in the process.

Owners wants to figure out the following for a typical 8 hours work day.
a) What is the current maximum output of the process.
b) If we add another person , where would we add and what is the benefit
c) Is there a benefit if we can shift 1 min from bun and meat to order taking
d) Is there a benefit if we shift 1 minute of work from condiments to
bagging
 Operation Output
Take orders 60 (min/hr) / 1 (min/order) * 8 hours = 480 subs / day
Bun & Meat 60 (min/hr) / 3 (min/order) * 8 hours = 160 subs / day
Topping Condiments 60 (min/hr) / 4 (min/order) * 8 hours = 120 subs / day
Bag the order 60 (min/hr) / 2 (min/order) * 8 hours = 240 subs / day

Maximum output is 120 subs / per day.

One person should be added to the slowest station.
Operation Output
Take orders 480 subs / day
Bun & Meat 160 subs / day
Topping Condiments 120 * 2 = 240 subs / day
Bag the order 240 subs / day

The impact of adding another person at station 3 is not a big one. Even though toppings
/ condiments station now can do 240 subs . day., the bun and meat station can do only
160 subs per day. Now the maximum output is 160 subs / per day.
 Order taking station will o from 1 min. to 2 min and bun and meat goes from 3 min to 2 min.

Operation Output
Take orders 60 (min/hr) / 2 (min/order) * 8 hours = 240 subs / day
Bun & Meat 60 (min/hr) / 2 (min/order) * 8 hours = 240 subs / day
Topping Condiments 60 (min/hr) / 4 (min/order) * 8 hours = 120 subs / day
Bag the order 60 (min/hr) / 2 (min/order) * 8 hours = 240 subs / day

There is no benefit of switching time in this case. The output is still 120 subs / per day.

Topping and condiment station goes from 4 min to 3 min and bagging goes from 2 min to 3 min.
Operation Output
Take orders 60 (min/hr) / 1 (min/order) * 8 hours = 480 subs / day
Bun & Meat 60 (min/hr) / 3 (min/order) * 8 hours = 160 subs / day
Topping Condiments 60 (min/hr) / 3 (min/order) * 8 hours = 160 subs / day
Bag the order 60 (min/hr) / 3 (min/order) * 8 hours = 160 subs / day

Now the maximum output is 160 subs / per day, same as scenario (b)
Process Throughput Time Reduction

• Perform activities in parallel

• Change the sequence of activities

• Reduce interruptions
 Productivity and Efficiency
• Productivity is output to input. It may be total
factor productivity or partial factor
productivity.
– The ratio is generally taken in monitory terms.
• Efficiency is the ratio of actual output of a
process relative to some standard or best level
of output.
Process Performance Metrics
 Little’s Law
• Little’s Law—states a mathematical relationship
between throughput rate, throughput time, and the
amount of work-in-process inventory.
• Little’s Law estimates the time that an item will spend
in work-in-process inventory, which can be useful for
calculating the total throughput time for a process.
• Little’s Law = Throughput time = Work-in-process
Throughput rate
• (Throughput rate is the output rate that the process is
expected to produce over a period of time.)