One of the most common tools that a Lean Six Sigma practitioner will utilize is the process map. Let’s discuss it!
To start analyzing processes for waste, start with a process map – or a swim lane map, depending on the number of functions, systems, etc that are involved. Start by gathering a team around a whiteboard with sticky notes or online with PowerPoint, Vizio, or other online collaborating tool. Don’t stop for analysis…if you don’t like something, mark it, and continue the process. Don’t get stuck in paralysis analysis at this stage. Next, list every step and decision in the process, in order. I recommend that you map to the lowest common denominator; if you are mapping an order entry process for example, map the process for a single order. Now that you have the steps in order, go back and add data about each step. The data can include cycle time, wait time, error rate, failure rate, changeover time, personnel, and yield percentage. Just ensure that the collected data is relevant to your process and decision making. You may have to collect the data before you can add it to the map. Once you have the data, challenge it! Are you truly as good as you say you are?
Now that you collected the data the fun can really begin! At this stage of the process map analyzation, critically analyze EVERY step and decision point. Ask questions such as, “What happens when I stop doing step,” “How can the time / error rate be reduced,” or “how can we automate this step?” When going through the process map, it’s helpful to add kaizen bursts to identify areas that you feel aren’t efficient or that you want improved for further analysis or solution implementation. I like to be specific in my bursts by adding an “E,” “S,” “R,” and “A” to annotate which steps I want to eliminate, simplify, reduce, or automate. I’ve found it makes it easier to identify what the group is feeling.
The final step is to conduct a root cause analysis on the kaizen bursts you’ve already identified. We’ll talk about RCA tools in a future post. Find the cause and ruthlessly attack it! Don’t forget to analyze if the entire process even adds value!
You might be asking, “what’s the difference between a process map and a flowchart?” Great question! The key difference is the data collected and the purpose. In a process map, you must include data to help with analyzation. Additionally, a flowchart is used primarily to assist in decision making, whereas a process map is used to find and eliminate waste in a process.
Have you used process maps for process improvement? How have you done it? How can I improve my process mapping? Leave a comment and let us know!
Prepare to Flourish!
Comments