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-101.htm 4/20/2009

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

6. 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

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_Mapping-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 (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

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 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

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!