Process Mapping Tools. Business Process Kaizen

Transcription

1 Process Mapping Tools Business Process Kaizen

2 Module Objectives At the end of this module you will be able to Construct a spaghetti map of a process Construct a business process flow map Describe the difference between a flow map and a Value Stream Map Construct a quality map 3Q 2012 S-BPK 7-2

3 Map to Make the Process Visible! 3Q 2012 S-BPK 7-3

4 Identify the Actual Process Go to the scene of the crime the Gemba, or actual place It is not necessary to change. Survival is not mandatory W. Edwards Deming 3Q 2012 S-BPK 7-4

5 Process Mapping Mapping the process What you THINK it is: What it ACTUALLY is: What it SHOULD be: 3Q 2012 S-BPK 7-5

6 BPK Mapping Tools Kaizen Breakthrough Toolkit Enhanced Spaghetti Map Process Flow Map Types Value Stream Map Quality Map 3Q 2012 S-BPK 7-6

7 Why Map? Constructing a Map Enables all team members to understand the entire process being studied Reveals associate to associate variation within the process Enables team members to view the process from different viewpoints and with a different focus Aids in identifying problem areas within the process and their causes Aids in bounding the project 3Q 2012 S-BPK 7-7

8 Enhanced Spaghetti Map Steps 1. Cages into mail room 2. Unload bins 3. Sort thicks from thins 4. Slice thins in machine then place in tray, count & label 5. Put envelopes on rays & pull out label sheets w/ machine counts 6. Count thick envelopes, label sheets & stack in trays 7. Put envelopes on shelf 8. Pick up tray from shelf, return to desk 9. Thick envelopes are opened manually & then claims are extracted & sorted by claim type 10. Thin envelopes have claims extracted from them & sorted by claim type 11. Put claims in trays by claim type 12. Pick up trays & place on cart 13. QC each tray 14. Take trays to input preparation Problems 4. Sometimes machine does not slice envelope fully open; sometimes not labeled 9. Claims not always sorted correctly 10. Claims not always sorted correctly Start Desk Desk Desk Desk Table Desk 4a 4c 3 Table 4b Spaghetti Map Table Table 6, 7, 8, 9 6, 7, 8, 9 6, 7, 8, 9 6, 7, 8, 9 Desk Table cart , 7, 8, 9 6, 7, 8, Table Table Staging Area DeskDesk Desk Table Table 12 Desk Desk End 3Q 2012 S-BPK 7-8

9 Business Process Flow Map Used to: Capture current & new process information Identify flow of transaction Identify responsibility of different business functions Clearly show hand-off between functions Identify VA & NVA activities Train associates in new process 3Q 2012 S-BPK 7-9

10 Business Process Flow Map Steps Create macro level flow of process Determine functional areas Detail the steps Connect with arrows 3Q 2012 S-BPK 7-10

11 1. Create Macro Level Flow of Process Mail Courier delivers mail Mail Extractor removes claims from envelopes & sorts Lead checks, sorts claims & delivers to input preparation 3Q 2012 S-BPK 7-11

12 Lead Mail Extractor Sorter Mail Courier 2. Determine Functional Areas Mail Room Process 3Q 2012 S-BPK 7-12

13 Flow Map Shapes Beginning and End points of the process use 3 x 3 green post-its Any task or activity where work is performed use 3 x 5 orange post-its Places where information is checked against established criteria (standards) & decision made on what to do next use 3 x3 blue post-its, orient post-it as shown Any time information is waiting before the next process or decision (i.e. in-baskets, out-baskets, waiting to be batched) use 3 x 3 gray post-its When information or product is placed in inventory (i.e. a file cabinet, directory). It may be used at some point in time use 3 x 3 red post-its Beginning & End Points Task Inspection & Decision Delay Store Create the map from the viewpoint of the item going through the process 3Q 2012 S-BPK 7-13

14 Lead Mail Extractor Mail Courier 3. Detail the Steps Mail Room Process Start Bring cages into mailroom Unload bins from cages Delay Pick up tray from shelf, return to desk Thick envelopes are opened manually & then claims are extracted & sorted by claim type Thin envelopes have claims extracted from them & sorted by claim type Put claims in trays by claim type Delay Pick up trays & place on cart QC each tray take trays to input prep End 3Q 2012 S-BPK 7-14

15 Flow Map Arrows Single straight arrow used between tasks performed by same person or area, but no physical movement has occurred. Box arrow indicates physical movement of information / product from one person / function to another. Jagged arrow indicates electronic movement of information from one person / function to another. Place all arrows on 3 x3 or 3 x5 red post-its. Collect and display forms and screen shots used at each task. Draw an example of how to put in inputs & outputs. These would be important in understanding information paths and useful in the analysis and resolution of issues. 3Q 2012 S-BPK 7-15

16 Lead Mail Extractor Mail Courier Mail Room Process Start Bring cages into mailroom Unload bins from cages Delay Pick up tray from shelf, return to desk Thick envelopes are opened manually & then claims are extracted & sorted by claim type Thin envelopes have claims extracted from them & sorted by claim type Put claims in trays by claim type Delay Pick up trays & place on cart QC each tray take trays to input prep End 3Q 2012 S-BPK 7-16

17 Process Flow Maps 3Q 2012 S-BPK 7-17

18 Guidelines for Process Improvement Focus on the value-added first reduce the process to the minimum steps Build quality into each process step Eliminate non-value added work Reduce approvals use decision rules Ask who needs what info. & why eliminate over processing of unnecessary information / communication Eliminate unnecessary handoffs & delays 3Q 2012 S-BPK 7-18

19 Guidelines for Process Improvement Reduce variation, implement standard work Combine work / eliminate swim lanes where OCT < Takt Time Eliminate loop-backs Eliminate redundant information duplicate forms and computer screens, combine and simplify Track the key process metrics, record abnormalities & develop countermeasures for continuous improvement 3Q 2012 S-BPK 7-19

20 Quality Mapping for Business Processes Identifies the transformation steps in the work process Focuses on each individual step Specifies the inputs and what the quality checks are Defines what the expected output is and what tools / screens are used Is a living document captures problems, improvement ideas, trials and results Must be visual shows where the process gaps are 3Q 2012 S-BPK 7-20

21 Quality Mapping for Business Processes Product: Process Step Description Input(s) & Quality Check for Complete & Accurate Info Date: Process: Output(s) Forms, Screens and Tools Known Problems Ideas for Improvement Trials & Results 3Q 2012 S-BPK 7-21

22 Business Process Flow Map (Optional Exercise) Work in groups Use the Order of Fulfillment narrative description that follows to develop both a macro flow chart and a business process flow map Answer 3Q 2012 S-BPK 7-22

23 Order Fulfillment Narrative Description First, an order is received via telephone or mail. If the order is received by telephone, the Customer Service Rep answering the call enters the order into the computer during the phone call. If the order is received by mail, the Mailroom delivers it to Order Entry where it is entered into the computer. Once orders are entered into the computer, an Order Picker prints the order (packing list), picks the requested items and sets them in a bin with the packing list. The bin is then sent to the Shipping Department. The Shipping Department checks the order against the items in the bin. If the order is incorrect, the bin is sent back to the Order Picking area for re-picking. If the order is correct, Shipping then chooses an appropriate sized box and packs the order. The box is then labeled, weighed, stamped and stacked for postal pick up. 3Q 2012 S-BPK 7-23

24 Exercise Answers

25 Customer Service Shipping Order Picking Order Entry Mailroom Business Process Flow Answer Order Fulfillment Order received via telephone Enter order into computer while on telephone Order received via mail Deliver orders to Order Entry Delay Enter order into computer Delay Print order (packing list) Pick requested items & set in bin with packing list Send bin to Shipping Check order against items in bin Order correct? Send bin back to Order Picking Pack items in appropriate box Label, weigh & stamp box Stack for postal pick-up End 3Q 2012 S-BPK 7-26

26 High Level Process Map

27 High Level Process Map A blend between a Value Steam Map and a Macro Process Map A short hand version of a process map No swim lanes Used to identify areas of improvement when there is enough low hanging fruit that a detailed map is not necessary Data boxes can be added to convert it to a high level Value Stream Map 3Q 2012 S-BPK 7-28

28 High Level Process Map ORDER TO CASH Start Entered in Multiple Systems Process is Not Standard and Often Manual Pricing Rebates End Customer Need Sales Order Delivery Billing AR Invoice Collections Uncertainty of Available Product - S&D Matrix Multiple Systems Goods Issue Material Movement Confirm Available Credit Line Capturing Freight Costs Live Lobster Logistics Effective Tracking of Complaints 3Q 2012 S-BPK 7-29