Table of Contents

Page Introduction - Define and Measure Phases Course Overview ……………………..…………………………………………………………………….…….… 2 Introduction to Process Management………………………………..…………………….………………..…..…. 4 Introduction to Six Sigma…………………………………………………………………………..……………… 12 Basic Statistics for Process Management………………………………………………..…...……………………22 Descriptive Statistics Variation, Probability, Specifications Statistical Analysis: Sigma Score, Z Table Cost of Poor Quality (COPQ)………………………………………………………………………………….……59 Define Phase…………………………………………………………………………………………………..….....64 Selecting a Key Process Key Process Prioritization Matrix Defining a Project Problem Statement Objective Statement Measure Phase: Part One – Process Mapping…………………………………………………..……….………81 Introduction to Process Mapping SIPOC Diagrams Controllable Inputs and Noise Process Inputs and Outputs Measure Phase: Part Two – Finding Potential X’s……………………………………………….……….….….109 Brainstorming Techniques Cause and Effect Diagram Affinity Diagram X-Y Matrix Analysis Process Capability ………………………………………………………………………………………………....123 Measurement System Analysis………………………………………………………………..………………….134 Process Improvement Project…………………………………………………………….…………...………...…148

Analyze, Improve & Control Phases Learning Roadmap………………………………………………………….………………………………….…..154 Workplace Assignment Review…………………………………………………………………………….…….156 Defects, Defectives and Opportunities…………………………………….……………………………….…….157 Defects Per Unit Defects Per Million Opportunities Graphical Analysis…………………………………………………………………….………………………….162 Histogram Capability Analysis Run Charts Individuals Control Chart Box Plot Main Effects Plot Multi-vari Chart Scatter Plot Failure Modes and Effects Analysis………………………………….…………………………………….….….184 Lean Principles…………………………………………………………….…………………………………..……197 Lean Value Stream Analysis Applying the 5S Principles Introduction to Improvement Experiments……………………………………..…………………………….……219 Poka-Yoke Methods………………………………………………………………………………………….…….227 Statistical Process Control………………………………………………………………….……………….……..234 Control Charts………………………………………………………………………………………..………..…..243 Tracking and Managing a Process……………………………………………………………………..….…….252 Finalizing Your Workplace Assignment…………………………………………………………………..….….262

Glossary

© Copyright 2006 Robert E, Shank

1

Process Management Training

MeasureMeasure PhasePhase PartPart OneOne

Now you enter the world of measurement, where you can discover the ultimate source of problem- solving power: data. Process improvement is all about narrowing down to the vital few factors that influence the behavior of a system or a process. The only way to do this is to measure and observe your process characteristics and your critical-to-quality characteristics. Measurement is generally the most difficult and time-consuming phase in the DMAIC methodology. But if you do it well, and right the first time, you will save your self a lot of trouble later and maximize your chance of improvement.

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2 Measure Phase Part One

Roadmap for Process Management

1. What processes do I work in or own? You are now ready for the third step in the roadmap ProcessesProcesses for Process Management: 1.______1.______2.______2.______This will be a lengthy step as it requires a full 3.______3.______4.______4.______characterization of your selected process. 2. Which process should I focus on first?

WhichWhich of of these these are are the the most most important important to to our our customerscustomers (internal (internal and and external) external) that that are are in in There are four key deliverables from the Measure mostmost need need of of improvement improvement based based on on the the VOC,VOC, VOB VOB and and VOP? VOP? Phase: Selection Criteria Process 1 2 3 4 5 6 Rank 1 2 1. A robust description of the process and its 3 workflow. 3. Build the Process Management System.

UsingUsing the the selected selected process process characterize characterize and and 2. A quantitative assessment of how well the structurestructure the the process process to to improve improve its its efficiency,efficiency, effectiven effectivenessess and and adaptability. adaptability. process is actually working. Process A Process Flow Step Indicator

P1 P2 P3 P1 P2 3. An assessment of any measurement systems used 1 P4 Q P5 P3 Q1 P4 to gather data for making decisions or to describe the performance of the process. 4. Track and manage the process.

UsingUsing a a Process Process Management Management Summary Summary 4. A “short” list of the potential causes of our periodically review the performance of the periodically review the performance of the problem, these are the X’s that are most likely processprocess and and take take necessary necessary actions. actions.

Process Owner Step Performa Target Trend Links To: Cust omer Improvemen Comments related to the problem. nce t Activities

Sorti ng Jones P1 4.2% 1.3% Merge I4 Smith None On the next lesson page we will help you develop a visual and mental model that will give you leverage in 5. Pick the next process to improve. finding the causes to any problem. PickPick the the next next process process identified identified from from the the selectionselection tool tool and and perform perform steps steps 1 1 through through 4. 4. ContinueContinue until until all all selected selected process process are are includedincluded in in the the Process Process Management Management System. System.

1. What is the actual process being performed compared to what I think it is (Process Map) ?

2. How are the processes associated with this problem really working (Capability)?

3. Is my ability to measure/detect accurate enough to make good decisions (Measurement System Analysis)?

4. Which inputs (Critical X’s) seem to have the greatest effect on the outputs (Y’s)?

Identify the true process and determine the most likely contributors including the statistical determination of the accuracy and repeatability of the data that characterize the process.

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3 Measure Phase Part One

The Leverage Funnel

The many Xs XXXXXXXXXX XXXXXXXXXX when we first start XXXXXXXXXX (The trivial many) XXXXXXXXXX

The quantity of Xs XXXXXXXX XXXXXX afterkeep we reducing think as youabout work Y=f(X) the project + e

The quantity of Xs whenremaining we apply after XXXXXX leverageDMAIC (The vital few)

As you go through the application of DMAIC you will have a goal to find the root causes to the problem you are solving. Remember that a vital component of problem solving is cause and effect thinking or Y=f(X). To aid you in doing so, you should create a visual model of this goal as a funnel - a funnel that takes in a large number of the “trivial many contributors” and narrows them to the “vital few contributors” by the time they leave the bottom of the funnel.

At the top of the funnel you are faced with all possible causes - the “vital few” mixed in with the “trivial many.” When you work an improvement effort or project, you must start with this type of thinking. You will use various tools and techniques to brainstorm possible causes of performance problems and operational issues based on data from the process.

In summary, you will be applying an appropriate set of “analytical methods” and the “Y is a function of X” thinking, to transform data into the useful knowledge needed to find the solution to the problem. It is a mathematical fact that 80 percent of a problem is related to six or less causes, the critical X’s. In most cases it is between one and three. The goal is to find the one to three Critical X’s from the many potential causes when we start an improvement project. In a nutshell, this is how the Six Sigma methodology works.

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4 Measure Phase Part One

Overview of Process Mapping

Process Mapping, also called flowcharting, is a In order to correctly manage a process, you technique to visualize the must be able to describe it in a way that tasks, activities and steps can be easily understood. necessary to produce a • The preferred method for describing a product or a service. The process is to identify it with a generic preferred method for name, show the workflow with a Process describing a process is to Map and describe its purpose with an identify it with a generic operational description. name, show the workflow • The first activity of the Measure Phase is with a Process Map and to adequately describe the process under describe its purpose with an investigation. operational description.

Remember that a process is Start Step A Step B Step C Step D Finish a blending of inputs to Inspect produce some desired output. The intent of each task, activity and step is to add value, as perceived by the customer, to the product or service we are producing. You cannot discover if this is the case until you have adequately mapped the process.

There are many reasons for creating a Process Map: 1. It helps all Process Members understand their part in the process and how their process fits into the bigger picture. 2. It describes how activities are performed and how the work effort flows, it is a visual way of standing above the process and watching how work is done. In fact, Process Maps can be easily uploaded into modeling and simulation software where computers allow you to simulate the process and visually see how it works. 3. It can be used as an aid in training new people. 4. It will show you where you can take measurements that will help you to run the process better. 5. It will help you understand where problems occur and what some of the causes may be. 6. It leverages other analytical tools by providing a source of data and inputs into these tools. 7. It identifies and leads you to many important characteristics you will need as you strive to make improvements. 8. Individual maps developed by Process Members form the basis of Process Management. The individual processes are linked together to see the total effort and flow for meeting business and customer needs.

In order to improve or to correctly manage a process, you must be able to describe it in a way that can be easily understood, that is why the first activity of the Measure Phase is to adequately describe the process under investigation. Process Mapping is the most important and powerful tool you will use to improve the effectiveness and efficiency of a process.

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5 Measure Phase Part One

Information from Process Mapping These are more reasons why Process By mapping processes we can identify many important Mapping is the most important and characteristics and develop information for other powerful tool you will need to solve a analytical tools: problem. 1. Process inputs (X’s) 2. Supplier requirements 3. Process outputs (Y’s) It has been said that Six Sigma is the 4. Actual customer needs most efficient problem solving 5. All value-added and non-value added process tasks and steps methodology available. This is because 6. Data collection points work done with one tool sets up •Cycle times another tool, very little information and •Defects • Inventory levels work is wasted. Later you will learn to • Cost of Poor Quality, etc. how to further use the information and 7. Decision points knowledge you gather from Process 8. Problems that have immediate fixes Mapping. 9. Process control needs

There are usually three views of a process: There are usually three views of a process: The first view is “what you think the process is” in terms of its size, how 1 2 3 work flows and how well the process What you THINK it is.. What it ACTUALLY is.. What it SHOULD be.. works. In virtually all cases the extent and difficulty of performing the process is understated.

It is not until someone Process Maps the process that the full extent and difficulty is known and it virtually is always larger than what we thought, is more difficult and it costs more to operate than we realize. It is here that we discover the Hidden Operations also. This is the second view: “what the process actually is”.

Then there is the third view: “What it should be”. This is the result of process improvement activities. It is precisely what you will be doing to the key process you have selected during the weeks between classes. As a result of your project you will either have created the “what it should be” or will be well on your way to getting there. In order to find the “what it should be” process, you have to learn Process Mapping and literally “walk” the process via a team method to document how it works. This is a much easier task then you might suspect, as you will learn over the next several lessons. There may be A RECTANGLE indicates an A PARALLELAGRAM shows several activity. Statements within that there are data interpretations of the rectangle should begin some of the Process with a verb Mapping symbols; A DIAMOND signifies a decision An ELLIPSE shows the start however, just about point. Only two paths emerge from and end of the process everyone uses these a decision point: No and Yes primary symbols to A CIRCLE WITH A LETTER OR document An ARROW shows the 1 connection and direction NUMBER INSIDE symbolizes processes. As you the continuation of a of flow become more flowchart to another page practiced you will find additional symbols useful, i.e. reports, data storage etc. For now we will start with just these symbols.

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6 Measure Phase Part One

Process Mapping Levels Before Process Mapping starts, you have to learn about the different level Level 1 – The Macro Process Map, sometimes called a Management level or viewpoint. Calls of detail on a Process Map and the Customer Take Make Cook Pizza Box Deliver Customer for Hungry Order Pizza Pizza Correct Pizza Pizza Eats different types of Process Maps. Order Fortunately these have been well Level 2 – The Process Map, sometimes called the Worker level or categorized and are easy to viewpoint. This example is from the perspective of the pizza chef understand. Pizza Dough No Yes There are three different levels of Take Order Add Place in Observe Check Remove from Cashier Ingredients Oven Frequently if Done from Oven 1 Process Maps. You will need to use Start New all three levels and you most likely will Pizza Scrap use them in order from the macro map No Tape Pizza Place in Put on 1 Order on Correct Box Delivery Rack to the micro map. The macro map Yes Box contains the least level of detail, with Level 3 – The Micro Process Map, sometimes called the increasing detail as you get to the Improvement level or viewpoint. Similar to a Level 2, it will micro map. You should think of and show more steps and tasks and on it will be various performance data; yields, cycle time, value and non-value use detail as you get to the micro added time, defects, etc. map. You should think of and use the level of Process Maps in a way similar to the way you would use road maps. For example, if you want to find a country, you look at the world map. If you want to find a city in that country, you look at the country map. If you want to find a street address in the city, you use a city map. This is the general rule or approach for using Process Maps.

The Macro Process Map, what is called the Level 1 Map, shows the big picture, you will use this to orient yourself to the way a product or service is created. It will also help you to better see which major step of the process is most likely related to the problem you have and it will put the various processes that you are associated with in the context of the larger whole. A Level 1 PFM, sometimes called the “management” level, is a high-level Process Map having the following characteristics:

• Combines related activities into one major processing step • Illustrates where/how the process fits into the big picture • Has minimal detail • Illustrates only major process steps • Can be completed with an understanding of general process steps and the purpose/objective of the process

The next level is generically called the Process Map. You will refer to it as a Level 2 Map and it identifies the major process steps from the workers point of view. In the pizza example above, these are the steps the pizza chef takes to make, cook and box the pizza for delivery. It gives you a good idea of what is going on in this process, but could can you fully understand why the process performs the way it does in terms of efficiency and effectiveness, could you improve the process with the level of knowledge from this map? Probably not, you are going to need a Level 3 Map called the Micro Process Map. It is also known as the improvement view of a process. There is however a lot of value in the Level 2 Map, because it is helping you to “see” and understand how work gets done, who does it, etc. It is a necessary stepping stone to arriving at improved performance.

Next we will introduce the four different types of Process Maps. You will want to use different types of Process Maps, to better help see, understand and communicate the way processes behave.

OSSS Process Management Manual Copyright OpenSourceSixSigma.com 7 Measure Phase Part One

Types of Process Maps There are four types of Process Maps that you will use. They The Linear Flow Process Map Calls Customer Take Make Cook Pizza Box Deliver Customer for are the Linear Flow Map, the Hungry Order Pizza Pizza Correct Pizza Pizza Eats deployment or Swim Lane Order Map, the S-I-P-0-C map As the name states, this diagram shows the process steps in a sequential flow, generally (pronounced sipoc) and the ordered from an upper left corner of the map towards the right side. Value Stream map. The Deployment-Flow or Swim Lane Process Map

Customer Calls for Customer Hungry Order Eats While they all show how work Customer

gets done, they emphasize Take Order different aspects of process Cashier

flow and provide you with Make Cook Pizza Box Pizza Pizza Correct Pizza alternative ways to understand Cook the behavior of the process so Deliver Pizza you can do something about it. Deliverer The value of the Swim Lane Map is that is shows you who or which department is responsible The Linear Flow Map is the for the various steps in a process. This can provide powerful insights in the way a process performs. A timeline can be added at the bottom to show how long it takes each group to most traditional and is usually perform their work. Also each time work moves across a Swim Lane, there is a “Supplier – where most start the mapping Customer” interaction. This is usually where bottlenecks and queues form. effort. The Swim Lane Map adds another dimension of knowledge to the picture of the process: Now you can see which department area or person is responsible. You can use the various types of maps in the form of any of the three levels of a Process Map.

Linear Process M ap for Door M anufacturing

Begin Prep doors In s p e c t Pre-cleaning A

Return fo r re w o rk

M ark for door In s ta ll in to Inspect Light sanding handle A work jig fin is h B d rillin g

Rework

De-burr and Apply part Move to D rill h o le s B sm ooth hole num ber fin is h in g C

Scratch Final Apply stain In s p e c t Inspect End C re p a ir cleaning and dry

Scrap

Sw im Lane Process M ap for Capital Equip Prepare paperwork R eview & Define Receive & (CAAR & approve Needs use Unit in s ta lla tio n CAAR

Business Business re q u e st)

Review & Configure approve I.T. & install standard

R eview & Issue approve paym ent CAAR Finance

Review & approve CAAR Top Mgt/ Mgt/ Top Corporate

Acquire equipm ent Procurement

Supplier Supplier Ships Paid Supplier 21 days 6 days15 days 5 days 17 days 7 days 71 days 50 days

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8 Measure Phase Part One

Types of Process Maps The SIPOC diagram is especially useful after you The SIPOC “Supplier –Input –Process –Output –Customer” Process Map have been able to construct Suppliers Inputs Process Outputs Customers Requirements either a Level 1 or Level 2 ˆ ATT Phones ˆ Pizza type ˆ See Below ˆ Price ˆ Cook ˆ Complete call < 3 min ˆ Office Depot ˆ Size ˆ Order confirmation ˆ Accounting ˆ Order to Cook < 1 minute Map because it facilitates ˆ TI Calculators ˆ Quantity ˆ Bake order ˆ Complete bake order your gathering of other ˆ NEC Cash Register ˆ Extra Toppings ˆ Data on cycle time ˆ Correct bake order ˆ Special orders ˆ Order rate data ˆ Correct address pertinent data that is affecting ˆ Drink types & quantities ˆ Order transaction ˆ Correct Price ˆ Other products ˆ Delivery info the process in a systematic ˆ Phone number ˆ Address way. It will help you to better ˆ Name ˆ Time, day and date see and understand all of the ˆ Volume influences affecting the behavior and performance of Level 1 Process Map for Customer Order Process the process. Call for Answer Write Confirm Sets Address Order to an Order Phone Order Order Price & Phone Cook

You may also add a The SIPOC diagram is especially useful after you have been able to construct requirements section to both either a Level 1 or Level 2 Map because it facilitates your gathering of other the supplier side and the pertinent data that is affecting the process in a systematic way. customer side to capture the expectations for the inputs and the outputs of the process. Doing a SIPOC is a great building block to creating the Level 3 Micro Process Map. The two really compliment each other and give you the power to make improvements to the process.

The Value Stream Map Process Steps Log Route Disposition Cut Check Mail Delivery

-Computer -Department -Guidelines -Computer -Envelops Size of work queue or -1 Person Assignments -1 Person -Printer I -Postage I I -1 Person I I -1 Person -1 Person inventory 1,840 4,300 C/T = 15 sec 7,000 C/T = 75 sec 1,700 C/T = 255 sec 2,450 C/T = 15 sec C/T = 100 sec Uptime = 0.90 Uptime = 0.95 Uptime = 0.95 Uptime = 0.85 Uptime = 0.90 Process Step Hours = 8 Hours = 8 Hours = 8 Hours = 8 Hours = 8 Time Parameters Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Hours Hours Hours Hours Hours Available =6.75 Available =7.13 Available =7.13 Available =6.38 Available =6.75 Sec. Sec. Sec. Sec. Sec. Avail. = 24,300 Avail. = 25,650 Avail. = 25,650 Avail. = 22,950 Avail. = 24,300 Step Processing Time Days of Work in 15 sec 75 sec 255 sec 15 sec 100 sec queue 2.65 days 20.47 days 16.9 days 1.60 days 7.57 days

Process Performance Metrics IPY = 0.92 IPY = .94 IPY = .59 IPY = .96 IPY = .96 Defects = 0.08 Defects = .06 Defects = .41 Defects = .04 Defects = .04 RTY = .92 RTY = .86 RTY = .51 RTY = .49 RTY = .47 Rework = 4.0% Rework = 0.0 Rework = 10% Rework = 0.0 Rework = 0.0 Material Yield = .96 Material Yield = .94 Material Yield = .69 Material Yield = .96 Material Yield = .96 Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 4.0% Aggregate Performance Metrics Cum Material Yield = .96 X .94 X .69 X .96 X .96 = .57 RTY = .92 X .94 X .59 X .96 X .96 = .47

The Value Stream Map is a very powerful technique to understand the velocity of process transactions, queue levels and value added ratios in both manufacturing and non-manufacturing processes.

The Value Stream Map is a specialized map that helps you to understand numerous performance metrics associated primarily with the speed of the process, but has many other important data. While this Process Map level is at the macro level, the Value Stream Map provides you a lot of detailed performance data for the major steps of the process. It is great for finding bottlenecks in the process. For now we just want to introduce the Value Stream Map, we will study it and use it during Phase B of this training.

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9 Measure Phase Part One

Process Mapping Exercise – Going to Work

The purpose of this exercise is to develop a Level 1 Macro, Linear Flow Map and then convert this map to a Swim Lane Map.

Read the following background for the exercise:

You have been concerned about your ability to arrive at work on time and also the amount of time it takes from the time your alarm goes off until you arrive at work. To help you better understand both the variation in arrival times and the total time, you decide to create a Level 1 Macro Process Map. For purposes of this exercise, the start is when your alarm goes off the first time and the end is when you arrive at your work station.

Task 1 – Mentally think about the various tasks and activities that you routinely do from the defined start to the end points of the exercise.

Task 2 – Using a pencil and paper create a Linear Flow Map at the macro level, but with enough detail that you can see all the major steps of your process.

Task 3 – From the Linear Flow Map, create a swim lane style process map. For the lanes you may use the different phases of your process, such as the wake up phase, getting prepared, driving, etc.

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10 Measure Phase Part One

A Process Map of Process Mapping

Process Mapping follows a general order, but sometimes you may find Select the Create the Create a it necessary, even advisable to process Level 2 PFM Level 3 PFM deviate somewhat. However, you will find this a good path to follow Determine Add as it has proven itself to generate approach to Perform Performance map the SIPOC significant results. On the lessons process data ahead we will always show you where you are at in this sequence Complete Identify all Identify of tasks for Process Mapping. Level 1 PFM X’s and Y’s VA/NVA steps Before we begin our Process worksheet Mapping we will first start you off with how to determine the Identify Create Level customer 1 PFM approach to mapping the process. requirements Basically there are two approaches: the individual and the Define the Identify scope for the supplier team approach. Level 2 PFM requirements

Process Mapping Approach If you decide to do the individual approach, here are a few key factors: You must pretend that you are the product or service flowing through the process and you are trying to “experience” all of the tasks that happen through the various steps.

You must start by talking to the manager of the area and/or the Process Owner. This is where you will This is where you will develop the Level 1 Macro Process Map. While you are talking to him or her, you will need to receive permission to talk to the various members of the process in order to get the detailed information you will need.

Select the Using the Individual Approach process 1. Start with the Level 1 Macro Process Map. 2. Meet with Process Owner(s) / manager(s). Create a Determine Level 1 Map and obtain approval to interview approach Process Members. to map the process 3. Starting with the beginning of the process, pretend you are the product or service flowing through the process, interview to gather information. Complete Level 1 4. As the interview progress, assemble the data into a PFM Level 2 PFM. worksheet 5. Verify the accuracy of the Level 2 PFM with the individuals who provided input. Create Level 1 6. Update the Level 2 PFM as needed. PFM

Using the Team Approach Define the scope for 1. Follow the Team Approach to Process Mapping the Level 2 PFM

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11 Measure Phase Part One

Process Mapping Approach Process Mapping works best with a team approach. Using the Team Approach The logistics of performing Select the process 1. Start with the Level 1 Macro Process Map. the mapping a somewhat 2. Meet with Process Owner(s) / manager(s). Create a different, but it overall it Determine Level 1 Map and obtain approval to call a Process takes less time, the quality approach Mapping meeting with Process Members (See team of the output is higher and to map the workshop instructions for details on running the process meeting). you will have more “buy-in” 3. Bring key members of the process into the process Complete into the results. Input should Level 1 flow workshop. If the process is large in scope, hold come from individuals PFM individual workshops for each subsection of the total worksheet familiar with all stages of process. Start with the beginning steps. Organize meeting to use the “post-it note approach to gather process. Where appropriate Create individual tasks and activities, based on the macro the team should include line Level 1 map, that comprise the process. individuals, supervisors, PFM 4. Immediately assemble the information that has been design engineers, process provided into a Process Map. Define the 5. Verify the PFM by discussing it with Process Owners engineers, process scope for and by observing the actual process from beginning the Level 2 technicians, maintenance, PFM to end. etc. The team Process Mapping workshop is where it all comes together. In summary, after adding to and agreeing to the Macro Process Map, the team process mapping approach is performed using multiple post-it notes where individuals write one task per note and, when finished, place them onto a wall which contains a large scale Macro Process Map on it.

This is a very fast way to get a lot of information including how long it takes to do a particular task. Using the Value Stream Analysis techniques which you will study later, you will use this data to improve the process.

Select the The Team Process Mapping Workshop process 1. Add to and agree on Macro Process Map. 2. Using 8.5 X 11 paper for each macro process step, Determine tape the process to the wall in a linear style. approach 3. Process Members then list all known process tasks to map the that they do on a post-it note, one process task per process note. •Include the actual time spent to perform each Complete Level 1 activity, do not include any wait time or queue PFM time. worksheet •List any known performance data that describe the quality of the task. Create 4. Place the post-it notes on the wall under the Level 1 appropriate macro step in the order of the work flow. PFM 5. Review process with whole group, add additional information and close meeting. Define the 6. Immediately consolidate information into a Level 2 scope for Process Map. the Level 2 7. You will still have to verify the map by walking the PFM process.

We will now discuss the development of the various levels of Process Mapping.

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12 Measure Phase Part One

Steps in Generating a Level 1 PFM You may recall that the preferred method for describing a process is to identify it with a generic name, describe its purpose with an operational description and show the workflow with a Process Map. When developing a Macro Process Map, always add one process step in front of and behind the area you believe contains your problem as a minimum. To aid you in your start, we have provided you with a checklist or worksheet. You may acquire this data from your own knowledge and/or with the interviews you do with the managers / Process Owners. Once you have this data, and you should do this before drawing maps, you will be well positioned to communicate with others and you will much more confident as you proceed.

A macro map can be useful when reporting project status to management. A macro map can show the scope of the project, so management can adjust their expectations accordingly. Remember, only major process steps are included. For example, a step listed as “Plating” in a manufacturing Macro Process Map, might actually consists of many steps: pre-clean, anodic cleaning, cathodic activation, pre-plate, electro-deposition, reverse-plate, rinse and spin-dry, etc. The plating step in the macro map will then be detailed in the Level 2 Process Map.

Follow the graphic below to learn the steps in creating a Level 1 PFM.

Select the Creating a Level 1 PFM process 1. Identify a generic name for the process: For instance: “Customer order process” Determine 2. Identify the beginning and ending steps of the process: approach Beginning - customer calls in. Ending – baked pizza given to to map the operations process 3. Describe the primary purpose and objective of the process (operational definition): Complete Level 1 The purpose of the process is to obtain telephone orders for PFM pizzas, sell additional products if possible, let the customer know worksheet the price and approximate delivery time, provide an accurate cook order, log the time and immediately give it to the pizza Create cooker. Level 1 4. Mentally “walk” through the major steps of the process and PFM write them down: Receive the order via phone call from the customer, calculate the price, create a build order and provide the order to operations Define the scope for 5. Use standard flowcharting symbols to order and to illustrate the Level 2 the flow of the major process steps. PFM

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13 Measure Phase Part One

Exercise – Generate a Level 1 PFM

The purpose of this exercise is to develop a Level 1 Linear Flow Process Select the Map for the key process you have selected as your workplace process assignment.

Read the following background for the exercise:

Determine You will use your selected key process for this exercise (if more than one approach person in the class is part of the same process you may do it as a small to map the group). You may not have all the pertinent detail to correctly put together process the Process Map, that is ok, do the best you can. This will give you a starting template when you go back to do your workplace assignment. In Complete this exercise you may use the Level 1 PFM worksheet on the next page Level 1 as an example. PFM worksheet Task 1 – Identify a generic name for the process. Task 2 - Identify the beginning and ending steps of the Create process. Level 1 PFM Task 3 - Describe the primary purpose and objective of the process (operational definition). Task 4 - Mentally “walk” through the major steps of the Define the process and write them down. scope for the Level 2 Task 5 - Use standard flowcharting symbols to order and PFM to illustrate the flow of the major process steps.

1. Identify a generic name for the process:

2. Identify the beginning and ending steps of the process:

3. Describe the primary purpose and objective of the process (operational definition):

4. Mentally “walk” through the major steps of the process and write them down:

5. Use standard flowcharting symbols to order and to illustrate the flow of the major process steps on a separate sheet of paper.

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14 Measure Phase Part One

Example Template for Generating a Level 1 PFM

1. Identify a generic name for the process:

Customer Order Process

2. Identify the beginning and ending steps of the process:

Beginning - customer calls in

Ending – pizza order given to chef

3. Describe the primary purpose and objective of the process (operational definition):

The purpose of the process is to obtain telephone orders for Pizzas, sell additional products if possible, let the customer know the price and approximate delivery time, provide an accurate cook order, log the time and immediately give it to the pizza cooker.

4. Mentally “walk” through the major steps of the process and write them down:

Receive the order via phone call from the customer, calculate the price, create a build order and provide the order to the chef.

5. Use standard flowcharting symbols to order and to illustrate the flow of the major process steps on a separate sheet of paper.

Create the Level 1 PFM..

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15 Measure Phase Part One

Defining the Scope of Level 2 PFM

Customer Order Process Customer Order Process

Select the Customer Calls for Take Make Cook Box Deliver Customer process Hungry Order Order Pizza Pizza Pizza Pizza Eats

Determine Pizza approach Dough to map the No Yes process Take Order Add Place in Observe Check Remove from Cashier Ingredients Oven Frequently if Done from Oven 1

Complete Start New Level 1 Pizza PFM Scrap worksheet No

Tape Pizza Place in Put on 1 Order on Correct Box Delivery Rack Yes Box Create Level 1 The rules for determining the scope of the Level 2 Process Map: PFM • Look at your Macro Process Map, select the area which represents your problem. Define the • Map this area at a Level 2. scope for the Level 2 • Start and end at natural starting and stopping points for a process, in PFM other words you have the complete associated process.

With a completed Level 1 PFM, you can now “see” where you have to go to get more detailed information. You will have the basis for a Level 2 Process Map.

The improvements are in the details. If the efficiency or effectiveness of the process could be significantly improved by a broad summary analysis, the improvement would be done already. If you map the process at an actionable level, you can identify the source of inefficiencies and defects. But you need to be careful about mapping to little an area and missing your problem cause, or mapping to large an area in detail, thereby wasting your valuable time.

When you perform the Process Mapping workshop or do the individual interviews, you will determine how the various tasks and activities form a complete step. Do not worry about precisely defining the steps, it is not an exact science, common sense will prevail. If you have done a Process Mapping workshop, which you will remember we highly recommended, you will actually have a lot of the data for the Level 3 Micro Process Map. You will now perform a SIPOC, and with the other data you already have, will position you for about 70 percent to 80 percent of the details you will need for the Level 3 Map.

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