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Process Mapping & Value Stream Mapping. 2009 Quality Training Karin Stricker UW-Stout. 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.

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Process Mapping & Value Stream Mapping

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Process mapping value stream mapping l.jpg

Process Mapping & Value Stream Mapping

2009 Quality Training

Karin Stricker

UW-Stout


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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.


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Learning Objectives

  • Learn how to map a business process

  • Identify weaknesses and problem areas of the process

  • Learn about possible problem resolutions


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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-101.htm 4/20/2009


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Example

Cross-functional flow-chart

(HR Lean Project)


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Definitions (cont’d)

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_Mapping-413.htm 4/20/2009


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Example


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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_Mapping-413.htm 4/20/2009


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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.


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Example: Gantt Chart

Processing time and lead times of the HR Lean Project(every vertical line represents 1 day)


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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


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Example: “GRCA” Form


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Process Mapping Project (cont’d)

  • 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


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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

Don’t have one (yet)

Rise information not available yet

Making something up

Business mgr. or acct admin didn’t check it

No field to sign

Missed it on the form

Didn’t check their numbers

Doesn’t know how to do it

Don’t want to give it to the department

Acct No hasn’t been assigned yet

Detail sheet wrong

Just learned the grant has been approved

Start / End date wrong

Department didn’t ask

Human Error

Typo / human error

ES6 info wrong and/or incomplete

Doesn’t know how to do it

Create checklist

Make sure form is filled in online before printed

“Must” fields completed

Solutions


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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


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Questions?

Thank you for your attention!


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