Process Mapping

Quick Overview of Process Mapping Regarding the project improvement teams process mapping of the area under study they should begin with the “what or how you think the process is operating”. Secondly, the team should perform actual investigation of the process under study. The team should think in terms of what and how the actual process is currently operating, commonly called “as is” process mapping. Finally, the team should develop a best operations “could be” process map for the area under study. The team then compares the “as is” flowchart with how the (should be) process or how the process is supposed to be working. Later, the team will develop a flowchart of their newly modified process to record how the new process is actually working. Benefits of Process Mapping Understanding of the operations of a process you have under study. Process mapping is a tool that can be used for teaching others about this specific process or area/boundaries within a larger process. Process mapping is used to identify problem areas and discover opportunities for improvements regarding the specific process (area) you have under study. Process maps can be used to depict critical supplier and customer relationships as they regard your specific process. Process maps assist in gaining an understanding of specifically who your customers are and how you may act as a supplier or customer in relationship to others within the confines of the process you have under study. Start with the big picture (macro level) first. From this position you can chart of the process and develop other diagrams or process maps having increased levels of details. Observe the process (current “as is” operations). Walk through the process observing actual operations and gathering detailed insider information regarding the actual “as is” process. Start with big picture, high level view of the process you have under study. Observe the details of the current “as is” operations of the process you have under study. Record the details of all “as is” process steps. Arrange all process steps in sequential order of operation. Draw flowchart in the level of detail you require at the point in project execution phase as makes most sense and use for the team’s understandings. Macro Level This at the highest level and is a Big Picture process view that typically includes six or fewer steps. Mini Level Include flowcharts that fall between Macro and Mini flowcharts. Typically focuses on one part of the overall macro (big picture) flowchart. Micro Level A Detailed depiction of process steps. Includes a very detailed view of specific portions of the process, actions, and decision making points within your project study arena. Start with the big picture (macro level) first. Once you have this position chart of the process you can develop other diagrams (process maps or value stream maps) with increased levels of details as per the teams needs. Observe the process (“as is” current). Walk through the process observing and recording actual operations. Start with big picture Observe the current process Record process steps Arrange sequence steps Draw flowchart Besides the (3) main levels of detail used to categorize Flow charts or Process Maps, there are (3) main types. Linear Deployment Opportunity Level of details can be depicted as macro, mini, or micro for each of these types of flow charts based on desire or need of the team. Examine each step in the process for the following conditions: Bottlenecks Weak Links Poorly Defined steps Cost Added Only Cycle time increases Etc. The team should carefully consider the merits of the Decision symbol as it can identify waste and or rework that have been built into the process. Rework loops typically are easy to identify (once the process steps have been laid out graphically in a flowchart) and should come under careful consideration by the improvement team seeking to eliminate or greatly reduce the wastes found in the process. The improvement team should carefully consider each process activity investigating for accuracy, sequences, and need as they relate to the “focus on customer benefit” towards the final product, service, or transaction of the output as the flowchart represents. It would be of the greatest importance to have those involved in the process – the subject matter experts (SME’s) -- to serve the team during this term of analysis for the obvious reason’s they understand the activity needed and the reality of its true relationship to other process steps and/or output. About the Author Charles E. Wilson, Ph. D. is President/CEO of Lakota Training & Development. As well he owns and operates LTD Publishing and Six Sigma Doctor. Wilson is the author of several books, including "Six Sigma Deployment". He serves on TreQna Board of Directors, the Board of Directors for Brazoria County Dream Center, and has responsibility for knowledge development for TreQna University. Dr. Wilson holds multiple degrees in Psychology. He is a motivational speaker, training facilitator, training developer, management coach, business improvement consultant, and author. Charlie has 36 years of experience in the business and coaching worlds. Please visit http://treqnauniversity.org/default.aspx to learn more about effective and unique “blended learning” and “be able to do” skills approach for Six Sigma training. Page 4 http://treqnauniversity.org/default.aspx Process Mapping TreQna University www.treqnauniversity.org