Process Mapping & Value Stream Mapping - PowerPoint PPT Presentation


Title: Process Mapping & Value Stream Mapping


1
Process Mapping Value Stream Mapping
  • 2009 Quality Training
  • Karin Stricker
  • UW-Stout

2
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.

3
Learning Objectives
  • Learn how to map a business process
  • Identify weaknesses and problem areas of the
    process
  • Learn about possible problem resolutions

4
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-10
    1.htm 4/20/2009

5
Example
  • Cross-functional flow-chart
  • (HR Lean Project)

6
Definitions (contd)
  • 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_M
    apping-413.htm 4/20/2009

7
Example
8
Process Mapping vs. Value Stream Mapping
  • Value Stream Mapping
  • gathers and displays a far broader range of
    information than a typical process map.
  • tends to be at a higher level (5-10 boxes) than
    many process maps.
  • tends to be used at a broader level, i.e. from
    receiving of raw material to delivery of finished
    goods.
  • tends to be used to identify where to focus
    future projects, subprojects, and/or kaizen
    events
  • http//www.isixsigma.com/dictionary/Value_Stream_M
    apping-413.htm 4/20/2009

9
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.
10
Example Gantt Chart
Processing time and lead times of the HR Lean
Project(every vertical line represents 1 day)
11
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

12
Example GRCA Form
13
Process Mapping Project (contd)
  • 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

14
Ishikawa Diagram
SSN wrong or missing
FTE calc./ Acct. code wrong
Salary base / calc. wrong
Causes
Typo / human error
Start / End date wrong
Wrong min/max Salary
Going off old information
Dont have one (yet)
Rise information not available yet
Making something up
Business mgr. or acct admin didnt check it
No field to sign
Missed it on the form
Didnt check their numbers
Doesnt know how to do it
Dont want to give it to the department
Acct No hasnt been assigned yet
Detail sheet wrong
Just learned the grant has been approved
Start / End date wrong
Department didnt ask
Human Error
Typo / human error
ES6 info wrong and/or incomplete
Doesnt know how to do it
Create checklist
Make sure form is filled in online before printed
Must fields completed
Solutions
15
Success Factors
  • Management support
  • Willingness for change
  • Problem Solving
  • Eliminate the cause of problems so they do not
    recur
  • Yield for 80 and make changes as needed
  • Documentation
  • Plain language, easy to read
  • Easy accessible
  • Follow up
  • Auditing
  • Continuous improvement

16
Questions?
  • Thank you for your attention!
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Process Mapping & Value Stream Mapping

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Transcript and Presenter's Notes

Title: Process Mapping & Value Stream Mapping


1
Process Mapping Value Stream Mapping
  • 2009 Quality Training
  • Karin Stricker
  • UW-Stout

2
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.

3
Learning Objectives
  • Learn how to map a business process
  • Identify weaknesses and problem areas of the
    process
  • Learn about possible problem resolutions

4
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-10
    1.htm 4/20/2009

5
Example
  • Cross-functional flow-chart
  • (HR Lean Project)

6
Definitions (contd)
  • 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_M
    apping-413.htm 4/20/2009

7
Example
8
Process Mapping vs. Value Stream Mapping
  • Value Stream Mapping
  • gathers and displays a far broader range of
    information than a typical process map.
  • tends to be at a higher level (5-10 boxes) than
    many process maps.
  • tends to be used at a broader level, i.e. from
    receiving of raw material to delivery of finished
    goods.
  • tends to be used to identify where to focus
    future projects, subprojects, and/or kaizen
    events
  • http//www.isixsigma.com/dictionary/Value_Stream_M
    apping-413.htm 4/20/2009

9
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.
10
Example Gantt Chart
Processing time and lead times of the HR Lean
Project(every vertical line represents 1 day)
11
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

12
Example GRCA Form
13
Process Mapping Project (contd)
  • 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

14
Ishikawa Diagram
SSN wrong or missing
FTE calc./ Acct. code wrong
Salary base / calc. wrong
Causes
Typo / human error
Start / End date wrong
Wrong min/max Salary
Going off old information
Dont have one (yet)
Rise information not available yet
Making something up
Business mgr. or acct admin didnt check it
No field to sign
Missed it on the form
Didnt check their numbers
Doesnt know how to do it
Dont want to give it to the department
Acct No hasnt been assigned yet
Detail sheet wrong
Just learned the grant has been approved
Start / End date wrong
Department didnt ask
Human Error
Typo / human error
ES6 info wrong and/or incomplete
Doesnt know how to do it
Create checklist
Make sure form is filled in online before printed
Must fields completed
Solutions
15
Success Factors
  • Management support
  • Willingness for change
  • Problem Solving
  • Eliminate the cause of problems so they do not
    recur
  • Yield for 80 and make changes as needed
  • Documentation
  • Plain language, easy to read
  • Easy accessible
  • Follow up
  • Auditing
  • Continuous improvement

16
Questions?
  • Thank you for your attention!
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