NG BB 19 Document and Analyze the Process

National GuardBlack Belt Training

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Module 19

Document and Analyze the Process

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CPI Roadmap – Measure

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Process Mapping

•Process Cycle Efficiency/TOC

•Little’s Law

•Operational Definitions

•Data Collection Plan

•Statistical Sampling

•Measurement System Analysis

•TPM

•Generic Pull

•Setup Reduction

•Control Charts

•Histograms

•Constraint Identification

•Process Capability

ACTIVITIES• Map Current Process / Go & See

• Identify Key Input, Process, Output Metrics

• Develop Operational Definitions

• Develop Data Collection Plan

• Validate Measurement System

• Collect Baseline Data

• Identify Performance Gaps

• Estimate Financial/Operational Benefits

• Determine Process Stability/Capability

• Complete Measure Tollgate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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Learning Objectives

Develop skill with process maps to analyze the process in detail from the process participants‟ and the customers‟ viewpoints

Learn Process Mapping as a critical skill to eliminating waste in the existing process

Learn the features of different approaches to process mapping to enhance team learning

Learn how to develop a detailed, data rich Value-Stream Map from a Process Map


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Process Mapping

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What Is a Process Map?

A graphical representation of a process flow identifying the steps of the process, displaying the X‟s (inputs) and Y‟s (outputs) of the process and of each individual step

Process maps need to be modified to fit the particular needs of any specific process

Typical Order Fulfillment Process

Customer Places

OrderSend order to

warehouse for picking

Is order

correct?

No

Yes

Call Customer

and make

corrections.

Is

Product

Available?

No

Yes Pick product for order

Does Customer

have other

shipments?

Yes

NoWill product

be available before order

ships?Yes

Place order on hold

until product available

Cancel Order

No Is production

scheduled to

manufacture product?

Can

production manufacture

product in

time for shipping?

No

Yes

No Will Customer accept

backorders?

Yes

Expedite

manufacturing schedule

NoShip Order

Yes

Will Customer

allow

consolidated shipments?

Yes

No

Consolidate Orders

Customer Receives

Order

Order Entry WarehousingSales

Manufacturing

TransportationTypical Order Fulfillment Process

Customer Places

OrderSend order to

warehouse for picking

Is order

correct?

No

Yes

Call Customer

and make

corrections.

Is

Product

Available?

No

Yes Pick product for order

Does Customer

have other

shipments?

Yes

NoWill product

be available before order

ships?Yes

Place order on hold

until product available

Cancel OrderCancel Order

No Is production

scheduled to

manufacture product?

Can

production manufacture

product in

time for shipping?

No

Yes

No Will Customer accept

backorders?

Yes

Expedite

manufacturing schedule

NoShip OrderShip Order

Yes

Will Customer

allow

consolidated shipments?

Yes

No

Consolidate Orders

Customer Receives

Order

Order Entry WarehousingSales

Manufacturing

Transportation

Operations

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Why Process Mapping?

Reasons for Process Mapping:

Analysis yields critical points in the process to measure

Identifies gaps between strategic focus and actual process

Aids in Project charter development… a consensus view

Identifies projects – strategically assign BB/MBB

Drill down to project/process focus areas

Common Elements Depicted on Maps:

Suppliers/Inputs

Customers/Outputs

Process handoffs

Decision points & branches

Value Added/Non-Value Added analysis

Where/when defects occur

Lead times

WIP exists

Using symbols to depict the process

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Typical Process Maps

SIPOC

Process Map• Top-down• Swim-lane or cross functional• Detailed

Value Stream Map

Specialized Maps• Input/Output Analysis• Time/Value Analysis• Defect Fall-Out• Spaghetti Diagram

Outline

Sets the scope of the Value-Steam map

Not all tools are needed for every project!

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Problem Definition and Process Mapping

How do I start mapping a process?

The first step is to have a well-defined problem statement (see the Project Charter module)

Process mapping will illustrate a process or business function with respect to the problem statement

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Process Mapping Hints

Facilitate the team and

Do not try to map EVERY service/process – select a typical service to follow

Map with the team – real place, real people, real work

Identify VA and NVA Activities (more on this later!)

Add project critical metrics as applicable

Do not ask individual area managers to map “their” process and paste these together

Do not map your organization, but rather the flow of products through the organization (“be” the paper, product, etc.)

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Process Map Goals

In capturing the process, the team must depict:

What the process looks like

Where key inputs occur

Depict the key outputs

Decision points

Delays

Hidden rework loops

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High-Level Process View

High-level view is characterized by

The major elements and their interactions

Showing the role of feedback and information flow

In 5 to 9 steps maximum

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Low-Level Process View

Low-Level View is done when

Team reaches the level necessary to address the root cause of the problem and to assure ownership is clear

Remember that

Each process has sub-processes, which have micro-processes, and so on (see the Top-Down model)

Do not try to describe or review the entire process (or system) at this level… too granular

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Current State Hints

Get the current state depicted first, then team needs to validate it

Team should walk the process, gather data

Staple yourself to a request/order

Use paper to draw first drafts, not computer

Clarify process map and scope with the sponsor

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Top-Down Flow Chart / Process Map

A High-Level Chart selectively expands (zooms in) from the highest level down to the level where the root cause is located

To create:

Determine the Start and Finish Points of the broad Process

Define 5 to 9 high level activities between Start and Finish

Expand the high level activity(ies) most likely to contain the root cause into 5 to 9 medium level activities

Choose the medium level activity(ies) most likely to contain the root cause into 5 to 9 lower level activities

Expand again (and again!) until the level at which the cause(s) of the problem is reached

At this level complete detailed process map(s)

Pitfalls…

Top Down Process Maps are tools to aid in focusing flow-charting effort

Do not flow chart a large process in too granular detail, FOCUS!

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Top Down Flowchart - DAC Hiring Process

RequestPrep

UnitReview

FunctionReview

InternalSourcing

ExternalSourcing

Interview Offer

New DAC Employee

Orientation

Review“Short”

List

Review SearchData

Post Job on CPO site

ReviewCPO siteResponses

CoordinateWith

Current Sup.

ChooseJob

Class

EnterDescrip.

EnterDetails

EnterCloseDate

Submitto

publish

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:

Swim Lane” Cross Functional Map

Use for large, complex processes when:

Multiple departments/functions are involved, including outside the firm

Sequence and time of processes is important (as in lead time reduction)

You need to shows handoffs in the process

By convention, the top lane is typically reserved for the customer

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Swim Lane ExampleCouncil Advanced Quality Healthcare CAQH Application Process

NG

BS

tate

Su

rge

on

Pro

vid

ers

CA

QH

MC

S

Request ListStart

Supply List

List OK?

Request Paper

Credential Files

PCFs

Notify Provider

Supply

PCFs

Y

Roster: Create

Acct

Notify CAQH

Fax Docs CAQH a

b

Revise List

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Example-NCOES Scheduling

SGT Counseled

Initial:

-DA 2166-8-1

Addresses:

-Attendance

-Completion

-Timeframe (AR 350-1)

-Total AT time available for that TY

Secondary Counseling:

Addresses:

-Reduction

-Rescheduling

-Evaluation Comment

(NCOER)

SGT Scheduled

in First Available Course

(ATRRS Op/Trng NCO)

Approval Hierarchy

(May be multiple levels)

Approve

Deny

Deny

Approval

School

Request

Order Cut

Order Cut

Wait

Request

Amend

Original

Original

Amend

SGT Notified

(Certified Mail or

Document Reciept)

TASS

Ck ListPass

SGT

Attends

School

Fail

REDUCTION

Reschedule

Fail

SGT GraduatesPass

ATRRS Update

RLAS Update

SGT annotated as

NCOES trained in

ITRS, RLAS, 2-1

FL

LA

TT

RS

Op

/

Trn

g N

CO

Ap

pro

va

l

Hie

rarc

hy

Qu

ota

Mg

rS

old

ier

Sc

ho

ol

NC

OIC

Un

it

Ad

min

X1

X2

X3

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More Helpful Hints

Now that you have seen some examples, here are some more hints:

Interrogate the process by watching in many different conditions. You must watch the process as it happens to see the detail you need.

Do not let space be an issue. Consider using sticky notes as the process steps and post on a wall to get your initial ideas across.

If your map does not have enough space to list all the information, use numbered reference sheets as attachments.

Maintain your Process and Value-Stream Maps with dates and update them maintaining version control.

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Process Mapping Tips

It should illustrate both the work flow and the organizational interaction

It should use a common language (symbology) which is understood by everyone

It should capture all multiple paths, decisions, and rework loops

It should contain adequate detail Too much detail is

incomprehensible

Too little detail has no analytical value

Connector

Process Step or Operation

Decision

Directional Flow

Storage, Waiting Time

Delay


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Value Stream Mapping

For Deeper Analysis

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A Value Stream – A Definition

“All actions, both value-creating and non value-

creating, required to bring a product or service

from concept to launch and from order to delivery.

These include actions to process information from

the customer and actions to transform the product

on its way to the customer”

Lean Enterprise Institute – Prof. Dan Jones

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Value Stream Mapping Benefits

Methodology for documenting process flow

Details / defines activities through the business processes

Helps to identify waste & value

Assists with identifying and communicating activities from current state (As-Is) to the future state (To-Be)

Value stream mapping is the start to any Lean transformation

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Value Stream MappingWhat VSM can show

Material flow / movement

Information flow

People movement

Tools and equipment movement

Inventory levels

Machine utilization

Value added times versus lead time

Level of rework at each step

All wastes including

Storage

Waiting time

Scrap Levels

Overproduction

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Key Advantages of Value Stream Mapping

VSM is effective because it Provides overview of the whole Value Stream

Links information and material flows

Depicts waste within the system with visual symbols

Allows clear targeting of waste elimination

Is an excellent communication technique for any operation

Provides framework for conversations

Shows in a concise way how operation functions

Prevents focusing on large improvement opportunities with little impact

SuppliersTransformation

ProcessesCustomer

Value Stream

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Value Stream Mapping Steps

Step 1: Create a SIPOC Chart

Step 2: Map the Current State with a “Top Down” or “Swim Lane” Flow Chart

Step 3: Determine Service/Product Family to Value Stream Map (Scoping!)

Step 4: Draw the Process Flow

Step 5: Add the Material Flow

Step 6: Add the Information Flow

Step 7: Add Process Data Collection boxes

Step 8: Add Lead Time data

Step 9: Verify Current State Map

Step 10: Create Future State Map

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Value Stream Mapping – Useful Tips

Agree on standard measurements before you start.

Walk the actual process, don‟t rely on what people think.

The whole process should be mapped by the same persons.

Level of detail should be appropriate for activities captured.

Establish the best direction for mapping - sometimes from the customer and working backwards.

Observe the actual times, distances and inventory levels.

Capture the movement of information as well as materials.

A pencil and paper can be used to illustrate the process quickly and effectively.

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• Diagram needs to be on one sheet of paper

• Use the standard format for the diagram

• Use the standard symbols for the diagram

• Capture all of the data yourself

• Walk, Understand and Validate the process

• Involve as many people as practical

• Use paper and pencil

Principles for Creating a Value Stream Map

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Factory

DATA BOX

I

Delivery

Times

Process

Information

Inventory

Shipping

Movement of

Finished Goods

Information Flow

Electronic

Information Flow

Push Movement

Withdrawal

Production Kanban

Withdrawal Kanban

Value Stream Mapping – The Symbols

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Sample Value Stream Mapping Symbols

Machining C/T = 36 Sec

Set Up Time 7 Min

Uptime 86%

Process Box

Data Box

I

Queue/Inventory

1

Personnel

Flow(Information)

Electronic Information

Sign Off Point

Push Systems

Truck Shipment

Quotes

Supplier/Customer

Flow(Physical)

Physical Pull

ProjectBurst

SupermarketReplenishment

KanbanStation

PaperKanban

ElectronicData

System F I F OFIFO Lane

PhysicalTransport

“Go See”Monitoring

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Identify the CustomerCustomers

Start with the customer requirements to

ensure the VSM reflects the customers

needs.

Identify the Suppliers Suppliers

Identify the major suppliers, their

locations and their products.

Identify the major

processes

Keep the processes top level to keep

the VSM simple.

Process 1

Creating the Value Stream Map

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Supplier

Metal

Components

Ltd

Production Control

Customer

ANG

Refueling

Wing

Salesg

Goods Inwards Process A Assembly Process B Treatments Dispatch


Example: Refueling Wing Widgets

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Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales

Goods Inwards Machine A Assembly Machine B Treatments Dispatch

Prod

Schedule

2 Deliveries

per week.

5 items each1 Delivery

per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60 miles 90 miles

8 per

month


ANG

Refueling

Wing

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• Complete process

details

The information box can contain any

relevant details such as: type of operation,

cycle times (c/t), batch sizes (b/s), number

of operators, number of shifts, available

working time, scrap rates, set-up times.

Process 1

• Capture push

systems

Push systems tend to occur where

material moves in accordance with

schedules / MRP.

• Capture pull / Kanban

systems

Pull systems and true kanbans only occur

where movement of material is directly

related to customer orders. Production

should stop unless there is a Kanban

signal.


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Step 3. Process/Service Matrix

We need to first determine what process or service offering we want to map

Sometimes this is obvious

Hiring employees and paying invoices are clearly different processes which would require separate process maps

Sometimes it is unclear - and a Process/Service Matrix will help us clarify

Do new home applications, student loans, refinancing loans, car loans, and home equity loans use similar processes? We need to investigate.

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Delivery

Times

I

Movement of Goods Capture the direction and flow of goods

internal and external.

Capture transportation

events

Note the frequency and quantities of

deliveries shipped in and out of the

company.

Document Information

Flow

Observe Inventory

Levels

Capture the transfer of information as

well as materials. Distinguish between

electronic and paper-based systems.

Note the amount of inventory in terms

of the number of pieces and/or the

number of days of inventory

represented.


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Step 3. Process/Service Matrix

Service and Process Matrix

Determine a process or service to map

Create a matrix of services and processes through which they pass

Group similar services togetherRefueling Wing Widgets Product Process Matrix

Process Steps

Goods Inwards Process A Assembly Process B Treatments Dispatch

Boom fastener 4567 X X X

Boom gasket kit 5668 X X X X

Boom potentiometer bracket 8907 X X X X X

Boom PCB environmental enclosure 7800 X X X X X

Boom frame positioner 67-8989 X X

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Step 4. Draw the Process FlowBegin with the Customer

1 Delivery

per week

of 2 items

90 miles

ANG

Refueling

Wing

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Step 4. Draw the Process Flow Add the Process Boxes

1 Delivery

per week

of 2 items

90 miles

ANG

Refueling

Wing

Goods Inwards

C/T 40 mins

SUT 5 mins

B/S 1

Machine A

C/T 245 mins

SUT 35 mins

B/S 1

Assembly

C/T 150 mins

SUT 0 mins

B/S 1

Machine B

C/T 65 mins

SUT 120 mins

B/S 2

Treatments

C/T 140 mins

SUT 2 mins

B/S 2

Dispatch

C/T 15 mins

SUT 0 mins

B/S 2

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Step 5. Add the Material FlowAdd Inventory, Approvals, and Flow

1 Delivery

per week

of 2 items

90 miles

ANG

Refueling

Wing

6

Items

Goods Inwards

C/T 40 mins

SUT 5 mins

B/S 1

Machine A

C/T 245 mins

SUT 35 mins

B/S 1

Assembly

C/T 150 mins

SUT 0 mins

B/S 1

Machine B

C/T 65 mins

SUT 120 mins

B/S 2

Treatments

C/T 140 mins

SUT 2 mins

B/S 2

Dispatch

C/T 15 mins

SUT 0 mins

B/S 2

2

Items

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

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Step 5. Add the Material FlowAdd Major Supplier

1 Delivery

per week

of 2 items

90 miles

ANG

Refueling

Wing

6

Items

Goods Inwards

C/T 40 mins

SUT 5 mins

B/S 1

Machine A

C/T 245 mins

SUT 35 mins

B/S 1

Assembly

C/T 150 mins

SUT 0 mins

B/S 1

Machine B

C/T 65 mins

SUT 120 mins

B/S 2

Treatments

C/T 140 mins

SUT 2 mins

B/S 2

Dispatch

C/T 15 mins

SUT 0 mins

B/S 2

2

Items

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

Supplier

Metal

Components

Ltd

2 Deliveries

per week.

5 items each

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Step 6. Add Information/Monitoring Flow

6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales

Goods Inwards

C/T 40 mins

SUT 5 mins

B/S 1

Machine A

C/T 245 mins

SUT 35 mins

B/S 1

Assembly

C/T 150 mins

SUT 0 mins

B/S 1

Machine B

C/T 65 mins

SUT 120 mins

B/S 2

Treatments

C/T 140 mins

SUT 2 mins

B/S 2

Dispatch

C/T 15 mins

SUT 0 mins

B/S 2

Prod

Schedule

2 Deliveries

per week.


per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60 miles 90 miles

8 per

month ANG

Refueling

Wing

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6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales

Goods Inwards

C/T 40 mins

SUT 5 mins

B/S 1

Machine A

C/T 245 mins

SUT 35 mins

B/S 1

Assembly

C/T 150 mins

SUT 0 mins

B/S 1

Machine B

C/T 65 mins

SUT 120 mins

B/S 2

Treatments

C/T 140 mins

SUT 2 mins

B/S 2

Dispatch

C/T 15 mins

SUT 0 mins

B/S 2

Prod

Schedule

2 Deliveries

per week.


per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60 miles 90 miles

8 per

month


ANG

Refueling

Wing

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• Withdrawal Pull of material, usually from a

supermarket

• Production Kanban

The “one-per-container” kanban, card or

device that tells a process how many of

what can be produced and gives permission

to do so.

• Withdrawal KanbanCard or device that instructs the material

handler to get and transfer parts i.e. from

a foot print to the consuming process.


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What to measure?

Should support a company‟s objectives for cost, service, and quality

Should highlight waste

Be flexible

Revise as necessary as the process tasks are defined

Select ones you may already be using

If there is time, seek out some baseline measures

Value Added Time

Inventory

Inspection

Set-Up

Distance

Non-value

added time

Rework


MeasurementTo support any improvement we have to understand the current

“as-is” process with the key measures.

Waiting

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6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales

Goods InwardsC/T 40 minsSUT 5 mins

B/S 1

Machine AC/T 245 minsSUT 35 mins

B/S 1

AssemblyC/T 150 minsSUT 0 mins

B/S 1

Machine BC/T 65 mins

SUT 120 minsB/S 2

TreatmentsC/T 140 minsSUT 2 mins

B/S 2

DispatchC/T 15 minsSUT 0 mins

B/S 2

Prod

Schedule

2 Deliveries

per week.

5 items each

1 Delivery

per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60

miles

90

miles

8 per

month


ANG

Refueling

Wing

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47

Step 7. Add Process Data Collection Boxes

Walk the Value Stream and see the flow

Gather significant data for each step in the flow

Trigger:

Completion Criteria:

Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:

Distance Item Travels:

% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Cycle Time:

Takt Time:

Number of People:

Number of Approvals:

Items in Inbox:

% Rework:

# of Iterations (cycles):

# of Databases:

Top 3 Rework Issues:

1.

2.

3.

Manufacturing Transactional / Office

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Step 7. Add Process Data Collection Boxes

6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales


B/S 1


B/S 1


B/S 1


SUT 120 minsB/S 2


B/S 2


B/S 2

Prod

Schedule

2 Deliveries

per week.

5 items each

1 Delivery

per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60

miles

90

miles

8 per

monthANG

Refueling

Wing

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

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Dividing the value added time by the total elapsed time gives an

indication of waste levels (Efficiency of Process / Value Added

Ratio)

A similar process can be used to capture other information e.g.

inventory levels and distance travelled.

Value Added

Elapsed Time

Total Value

Added Time =

Total Elapsed

Time =


Timeline

A timeline shown below the process map helps us to illustrate

Value added versus non value added time.

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50

Step 8. Add Lead Time Data

Graphical display of time factor of value stream

Times on top = Queue time

Base on historical data if possible, observation otherwise

May be calculated from inventory amounts (Inventory/takt time)

Times on bottom = Processing time

May include wait times within process step

Base on historical data if possible, observation otherwise

Summary box on right

Total queue time in top

Total processing time in bottom

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UNCLASSIFIED / FOUO

Step 8. Add Lead Time Data

6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales


B/S 1


B/S 1


B/S 1


SUT 120 minsB/S 2


B/S 2


B/S 2

Prod

Schedule

2 Deliveries

per week.

5 items each

1 Delivery

per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60

miles

90

miles

8 per

month

975

40 + 40

5 + 5

245 + 245

35 + 353360 1900 2300 1775

150 + 150

0

130

120

140

21140

15

0

Value Added

Time = 1155

Elapsed Time

= 12807 (6 wks)

VAR = 9%

6 9 2 4 2 3 4 5 4 1

200m 400m 300m 300m 200m

Total Distance

= 1500m

Total Inventory

= 40

ANG

Refueling

Wing

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

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52

Step 9. Verify the Current State VSM

Peer Review

Use non-team members who know the process

Review process both internally and “at its edges” (the interfaces)

Simulation

Use Excel and a static format

Use simulation software (i.e., ProModel) and a dynamic approach

Piloting

Pick a part of the organization that is a good representation of the rest

Committed upper management, enthusiastic operations personnel

Implement and observe the improvement. Be prepared to evaluate.

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53

The Future State

When to complete the „Future State‟ map? Often done in Improve Phase for 3 to 5 month long DMAIC projects

Done much sooner in an RIE (more on this later)

Map the Future State to Prioritize Improvement Opportunities: Utilize Takt calculations

Have a goal of continuous flow

Establish queue programs (utilizing Kanbans) where continuous flow is not possible

Find opportunities to shorten/reduce defects, downtime, setup time, value-add time

Do not try to change service designs, technology, or facility locations on first iterations of your future state design

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54

Questions About Future State

What is the Takt Rate?

Will I have a queue system or ship direct?

Where can I utilize continuous flow?

Where will I need replenishment pull systems?

At what single point will I schedule services?

How will I level the service mix at the Bottleneck (also referred to as a Time Trap) or Constraint?

What will be my project priority?NOTE: Definitions for unfamiliar terms will be covered later in the course.

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55

Use of Future State Map

Prioritize Opportunities

“See” and Manage the Overall Material Flow

Communication of “the Future”

Create a Plan with Timeframes

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Future State VSM (Refueling Wing Widgets)

6

Items

Supplier

Metal

Components

Ltd

Production Control

Customer

Sales


B/S 1


B/S 1


B/S 1


SUT 120 minsB/S 2


B/S 2


B/S 2

Prod

Schedule

2 Deliveries

per week.

5 items each

1 Delivery

per week

of 2 items

Order

2

Items

Order

4

Items

3

Items2

Items

9

Items

5

Items4

Items

4

Items

1

Items

200m 400m 400m 300m 200m

60

miles

90

miles

8 per

month

975

40 + 40

5 + 5

245 + 245

35 + 353360 1900 2300 1775

150 + 150

0

130

120

140

21140

15

0

Value Added

Time = 1155

Elapsed Time

= 12807 (6 wks)

NVA-R = 9%

ANG

Refueling

Wing

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

Trigger:


Lead Time:

Cycle Time:

Takt Time:

Number of People:

WIP Pieces:

C/O Time:


% Rework:

Top 3 Defects:

1.

2.

3.

AutomateMonitoring

Use non ToxicTreatment

Pull SinglePiece Flow

Use Visual Mgmt for Parts Tray

Experiment Different Couriers

6 9 2 4 2 3 4 5 4 1

200m 400m 300m 300m 200m

Total Distance

= 1500m

Total Inventory

= 40

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57

Future State VSM (an Ordering Example)

57

Order Mgmt System

CUSTOMER

DISTOrder MgmtOrder MgmtOrder Mgmt Order Mgmt

Option Tree

Automated Operator

P/T = 2 min

Error Rate=2%

Volume=800

P/T = 5 Min

Error Rate=0%

Volume=800

P/T = 2 Min

Error Rate=2%

Volume=800

P/T = 2 Min

Error Rate=1%

Volume=800

2 min

Phone Call

Large

Business

Home

5 Customers

3 Customers

3 Customers

Small

Business

Customer

Info4

Product

Need4Pricing

4

Shipping

Info4

P/T = 2 min

Lost calls=1%

Volume=1200

Pick

Pack & Ship

P/T = 120 Min

Error Rate=1%

Volume=1200

10

2 min 5 min 2 min 2 min 120 min

240 min2 min

Customer call time = 15 min

Service lead time = 375 min

SUPPLIERS

Daily Update

Real-time Update

Real-time Update

Automated Phone

System

Order Mgmt

System

Frequency

of Information

Queue

Management

Mistake

Proofing

Value Add

Reduction

Mistake

Proofing

20

Orders

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

58

Future State VSM (a Hiring Example)

HAL(Hiring Accountability Lister)

Management

Ext. Source

Internet

1

Int. Source

JobNet

1

Request Prep

Input to HAL

1

Unit Review

In HAL

Serial5

Funct. Review

HAL

HRS1

Interview

HAL

Complex4

Offer

HAL

Serial5

NEO

HAL

HRS3

Trigger

Process lead Time

Rework %

# of Approvals

Need a person

6 days

87%

0

Request Completed

11 days

44%/52% scrap

4

Received in Funct.

4 days

23%

1

Int. Cand. Avail.

17 days

0%

0

Rec. by Sourcer

8 days

0%

0

Resumes to H Mgr

14 days

11%

1 (Meeting)

Candidate Chosen

7 days

8%

4

Accept received

18 days

36%

0

New EmployeesReport Weekly

HAL(Hiring Accountability Lister)

Management

Ext. Source

Internet

1

Int. Source

JobNet

1

Request Prep

Input to HAL

1

Unit Review

In HAL

Serial5

Funct. Review

HAL

HRS1

Interview

HAL

Complex4

Offer

HAL

Serial5

NEO

HAL

HRS3


Ext. Source

Internet

1

Int. Source

JobNet

1

Request Prep

Input to HAL

1

Unit Review

In HAL

Serial5

Funct. Review

HAL

HRS1

Interview

HAL

Complex4

Offer

HAL

Serial5

NEO

HAL

HRS3


Various methods

Ext. Source

Internet

1

Int. Source

JobNet

1

Request Prep

Input to

HAL1

Unit Review

In HAL

Serial5

Funct. Review

HAL

HRS1

Interview

HAL

Complex4

Offer

HAL

Serial5

NEO

HAL

HRS3


Task Manager Task Manager

6 dy 10 dy 2 dy 17 dy 5 dy 14 dy 7 dy 14 dy

10 days

75 days

1 dy 2 dy 0 dy 3 dy 0 dy 0 dy 4 dy

Simplify/ Mistake Proof

AutomateMonitoring

ForecastImprovement

ImproveVisibility

ReducePLT

ImproveVisibility

Simplify/Combine

ReduceNo-Shows

Simplify/Reduce PLT

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59

Exercise: Create a Value Stream Map

Objective

Create a Value Stream Map for GGA's Budget Department Simulation

Instructions

1. Start with SIPOC – already created

2. Create the Process Flow

3. Add the necessary elements to make it a Value Stream Map Estimate lead time for each step (touch time to process 1 budget

document) and put on the sticky note Tape the paperwork necessary to complete the job BELOW the sticky

note Tape the outputs/reports for each job Add inventory information and any other information deemed useful

Time: 30 Minutes

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60

Process and Value-Stream Map Benefits

Initially, serve to clarify the problem and possible causes

Gain agreement on current operations:

Who are the current customers of the process, and by customer set?

What is currently being delivered – what is value added, what is not?

Show relationships/interfaces between disparate elements –where are the disconnects in service or information flow?

Determine where the process is most likely to give the most pertinent information:

What do we need to know?

Where are we going to get it?

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61

Process and Value-Stream Map Benefits

Utilize map as a template for gathering data and showing data relationships

Use as a skeleton to display relevant data

Maps assist the improvement discussions and implementation planning as well as the actual implementation

Show results of “what if” exercises

Additionally, use maps on long term basis to communicate the process performance to the organization

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62

Takeaways

Process/Value Stream Maps are valuable for describing the current situation and establishing requirements

Process/Value Stream Maps are one of the MOST important deliverable for the Measure Phase

It is important to match the tool used (the type of Map) to the needs – there may even be multiple maps used in one project

Important to show both the flow of services as well as the flow of the data and information necessary for success


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Value Added/Non-Value Added Analysis

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64

Value Added/Non-Value Added Analysis

The process used to identify steps in a process for which the customer is willing to pay, and those for which the customer is unwilling to pay

All processes are made up of three types of activities:

1. Customer Value Added

2. Non-Value Added Required

3. Non-Value Added

The objective of non-value added analysis is to:

Eliminate the hidden costs that do not add value to the customer

Reduce unnecessary process complexity, and thus errors

Reduce the process lead time

Increase capacity by better utilizing resources

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65

Start With A Good Process Map

Start

Stop

Customer*

Order Entry

Administration

Warehouse

Customer Service

Start

End

Place Bill

Under Door

Is the Bill

Accurate

YES

NO

Retrieve &

Review Bill

Go To

Front Desk

Adjust

the Bill

Settle / Pay

the Bill

Use Video

CheckoutYES

NO

Go To

Front Desk

Exit the

Hotel

ProcessSupplier

ProcessCustomer

Activity

1

Activity

1Activity

2

Activity

2Activity

4

Activity

4Activity

5

Activity

5

Activity

3

Activity

3

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66

Classify Activities into Three Categories

1. Customer Value Add (CVA)

Sometimes referred to as only true Value Add (VA)

2. Non-Value Add Required (NVA-R)

Sometimes referred to as Value Enabling (VE) and Business Value Add (BVA)

3. Non-Value Add (NVA)

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67

Customer Value Add (CVA) Definition

Any activity in a process that is essential to deliver a product or service to the customer and meets all 3 criteria:

1. Must be performed to meet customer needs

2. Adds form, function or feature to the service or product

Enhances service quality, enables on time or more competitive delivery, or has a positive impact on price competition

3. Is done right the first time

Those tasks which the customer would be willing to pay for if he/she knew you were doing it (i.e., has value to the customer)

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68

Non-Value Add-Required (NVA-R) Definition

Activities that allow greater effectiveness or efficiency in a process

Activities that are required by the business but add no real value from a customer standpoint (e.g.: obtain the order, provide a bill, safety activities, regulatory compliance activities)

Questions that can be asked to determine Non-Value Add-Required activities:

Does this task reduce owner financial risk?

Does this task support financial reporting requirements?

Would the process break down if this task were removed?

Is this task required by law or regulation?

Non-Value Add-Required tasks should be questioned and, where possible, reduced

These are NOT activities which we currently perform because „that is just the way we do it today!‟

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69

Non-Value Add (NVA) Definition

Activities that are not Customer Value Add or Non-Value Add Required

Activities which are not required to meet or exceed customer needs and are not required by the business

Non-Value Add activities add waste to the process

Non-Value Add (NVA) tasks typically include:

Handling

Inspecting

Transporting

Non-Value Add activities should be eliminated

Storing

All Rework Loops

Multiple Signatures

Moving

Counting

Delaying

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70

Note: Some references refer to “TIMWOOD” instead:

1. Transportation (moving material/product from one place to another)

2. Inventory (material/product waiting to be processed)

3. Motion (excess movement and/or poor ergonomics)

4. Waiting (delays caused by shortages, approvals, downtime)

5. Overproduction (producing more than is needed)

6. Over processing (adding value for which the customer is not willing to pay)

7. Defects/Rework (correcting mistakes)

Lead Time can only be minimized by the elimination of the Eight Types of Waste (“Downtime”)

Waste Increases Lead Time

1. D - Defects2. O - Overproduction3. W - Waiting4. N - Nonstandard/Overprocessing5. T - Transportation6. I - Intellect7. M - Motion8. E - Excess Inventory

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

Process Step

Time (Hours)

Value-Added

Non-value-added

Fixing errors

Control/Inspection

Delay

Prep/Set-up

Transporting/Motion

Total

1 2 3 4 5 6 7 8 9 10 Total %Total

12 10 1 10 20 6 10 1 10 20 100 100%

2

6

52

30

100

10

2%

6%

52%

30%

10%

100%

Value Analysis Matrix

You can track specific types of non-value-added time with a value analysis matrix. This helps clarify not only the types of waste present in the process, but also the percentage of the overall process each non-value-added step adds.

MEASURE: Create Detailed Process Maps

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UNCLASSIFIED / FOUO

Design Refinement: Productivity Analysis

Step P R I M E D O T S Action(s)Step 1 X Action 1

Step 12 X Action 5

P = Personnel efficiency possible D = Delays can occur in this step

R = Rework created O = Overproduction caused

I = Indirect cost reduction T = Transportation of materials, personnel,

information is unnecessaryM = Mistake earlier in the process causes this step

E = Eliminate this step? S = Simplification of overly-complicated step

possible

P R I M E D O T S Actions1 Update of EMS with new plant information X Quarterly review and update plant information on EMS

2 Determine number of plants to be audited (EMS)

3 Request information on plant maturity, risk and audit timing

4 Evaluate every plant against agreed criteria (DIVISION)

5 Prioritize based on risk and audit timing (DIVISION)

6 Comunicate prioritized plant list to audit group (DIVISION) X Ask for required information in advance and frequent follow up.

7 Collect prioritized list from divisions

8 Any new process identified in the prioritized list?

9 Request information regarding new process

10 Provide information regarding new process

11 Development and inclusion of the new module X Quarterly survey with Division to identify new processes.

12 Update prioritized list

13 Compare mandays required with mandays available

14 Are sufficient auditors available within SBU? X X Identify and prepare an external pool of auditors

15 Are there auditors available in other SBU´that can be used? X Get access to information on auditors in other SBU´s

16 Re-evaluate prioritized list to focus on risk priority X Ensure there are sufficient trained auditors availab le with the required skills

17 Do auditors have required process knowledge? X Ensure there are sufficient trained auditors availab le with the required skills

18 Do auditors have required language skill? X Ensure there are sufficient trained auditors availab le with the required skills

PRODUCTIVITY ANALYSIS

STEP

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73

Goal Is to Reduce Lead Time

For each activity, step, or task in the process, classify it as:

Customer Value Add

Non-Value Add Required

Non-Value Add

Brainstorm ways to:

Eliminate Non-Value Add activities (typically 80+% of the Lead Time

reduction opportunity)

Improve Customer Value Add activities

Reduce NVA-R activities

Value Add Non Value AddValue Enabling

Activity/Task

No

Yes No

Yes Yes

No

Optimize Reduce Eliminate

Necessary toProduce Output?

Contribute toCustomer Needs?

Contribute to theBusiness Owners?

No

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

74

How Does Lead Time Affect Quality?

Reduce cost through better utilization of resources

Improve customer satisfaction

Reduce inventory

Reducing Lead Time benefits quality

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75

Typically the largest contributor to process lead time is non-value add activities, while the smallest contributor is Customer Value Add activities

Process Lead Time

Process Lead Time (PLT) is the total time to complete an activity or process.

E.g. order entry, create purchase order, hotel check in

CVA NVA-

RequiredNon-Value Add

PLT

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76

Non-Value Added Analysis Approach

Reduce Lead Time By Eliminating Waste!

Customer Value AddedNon-Value Add NVA - Required

Non-Essential (Waste)

2. Reduce1. Eliminate 3. Improve

Essential (NVA)

Lead Time Reduction

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77

CVA, NVA-R, and NVA Activities

Customer Value Add (CVA)

Any step in a process that is essential to deliver a service to the customer

Must be performed to meet customer needs

Adds function, form or feature to the service

Enhances service quality, enables on time or more competitive delivery, or has a positive impact on price competition

Those tasks which the customer would be willing to pay for

Non-Value Add Required (NVA-R)

Activities that allow greater effectiveness or efficiency in a process

Activities that are required by the business but add no real value from a customer standpoint

NVA-R tasks should be questioned: Does it reduce financial risk? Does it support financial

reporting requirements? Would the process break down

if this task were removed? Is it required by law or

regulation?

Non-Value Add (NVA) Activities that are not value

add or NVA-R

Activities which are not required to meet or exceed customer needs and are not required by the business

Non-Value Add activities add waste to the process

Non-Value Add (NVA) tasks typically include: Handling Inspecting Transporting Moving Counting

Non-Value Add activities should be eliminated

Delaying Storing Rework Loops Multiple

Signatures

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

78

Exercise: Conduct a VA/NVA Analysis

Objective

Conduct a NVA Analysis for GGA's Budget Department

Instructions

For each step in the Value Stream Map, determine if it is:

1. Customer Value Added (put a Green X above the sticky note)

2. Non-Value Added Required (put a Yellow X above the sticky note)

3. Non-Value Added (put a Red X above the sticky note)

Time = 15 Minutes

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

- Example -

Detailed “As Is” Process Map Template

Required Deliverable - VSM or Process Map or Both

78

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

Order Mgmt Supervisor

CUSTOMER


Screen for Acct Mgr

Order Mgmt

P/T = 2 min

Error Rate=2%

Volume=800

P/T = 6 Min

Error Rate=0%

Volume=800

P/T = 6 Min

Error Rate=2%

Volume=800

P/T = 2 Min

Error Rate=1%

Volume=800

20 Orders

3 min

Phone Call

Large

Business

Home

6 Customers

5 Customers

3 Customers

Small

Business

Customer

Info4

Product

Need4Pricing

4

Shipping

Info4

P/T = 3 min

Lost calls=10%

Volume=1200

Pick

Pack & Ship

P/T = 120 Min

Error Rate=1%

Volume=1200

10


240 min5 min



SUPPLIERSManual Update

Weekly Update

Phone Call

Trigger:


Cycle Time:

Takt Time:

Number of People:

Number of Approvals:

Items in Inbox:

% Rework:

# of Iterations (cycles):

# of Databases:

Top 3 Rework Issues:

1.

2.

3.

- Example -

Required Deliverable - VSM or Process Map or Both

Value Stream Map Template

79

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

Process Constraint ID Analysis Template

Takt Rate Analysis compares the task time of each process (or process step) to other steps and customer demand to determine if the time trap is the constraint

Value Add Analysis - Current State

0

10

20

30

40

50

60

70

80

1 2 3 4 5 6 7 8 9 10

Task #

Task T

ime (

seco

nd

s)

CVA Time NVA-R Time NVA Time

Takt Time = 55

Takt Rate = Customer Demand Rate =Net Process Time AvailableNumber of Units to Process

Takt Time = Number of Units to ProcessNet Process Time Available

- Example -

BB Optional Deliverable80

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

81

Takeaways

Value Added/Non-Value Added (VA/NVA) analysis is essential to process improvement

It reduces process Lead Time, reduces process complexity and thus errors

VA/NVA can be used on any process flow which has been mapped

VA/NVA typically occurs in the Analyze Phase on our detailed „As-Is‟ process map or value-stream map

UNCLASSIFIED / FOUO

UNCLASSIFIED / FOUO

What other comments or questions

do you have?

UNCLASSIFIED / FOUO

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84

References

Visio Software

Harrington, H. James, Business Process Improvement,McGraw Hill, Inc. 1991, ISBN # 0-07-026768-5

ABC Flowchart 4.0

Rother, M., & Shook, J. (1999). Learning to see: Value stream mapping to add value and eliminate muda. Brookline, MA: The Lean Enterprise Institute


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UNCLASSIFIED / FOUO

APPENDIX A

Specialized Process Mapping Tools

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86

Input/Output Analysis

Time/Value Analysis

Defect Fall-Out Sheet

Spaghetti Chart


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87


Product Need PricingCustomer Info

7

Validate6 64

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88

How do little y‟s relate to big Y‟s? What if they don‟t?

List Output Variables (“y”) for Each Step (Process and Product)

Standard Product or Custom?Complete History? Discounted Price?


7

Validate6 64

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89

List Inputs (“x”) for Each Process Step

How do the x‟s relate to big Y‟s and small y‟s?

Customer Input Screen

Customer Account Number

Customer Data

Product Catalog

Options List

Pricing List

Customer Discount List



7

Validate6 64

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90

X Critical

N Noise

S Standard Operating Procedure (SOP)

C Controllable

Characterize the Inputs (“x”)

S Customer Input Screen

X Customer Account Number

X Customer Data

N Attention/Attitude of Rep

C Product Catalog

X Options List

C Pricing List

X Customer Discount List

C Training on Discounts



7

Validate6 64

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SOP

Critical

Key Process Input Variables (KPIVs)

Noise Inputs (N): Input variables (X‟s) that impact the output variables (Y‟s) but are difficult, impossible or we choose not to control. Example: Environmental variables such as regulations, humidity, temperature.

Standard Operating Procedures (SOP): A standard procedure for running the process

Controllable Inputs (C): X‟s that can be changed to see the effect on Y‟s. Sometimes called “Knob” Variables.

Critical Inputs (X): X‟s that have been statistically shown to have a major impact on the variability of the Y‟s

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Time/Value Analysis


Spaghetti Chart


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Time/Value Analysis

Determine process lead time

Determine queue times between steps and task time

Create step segments proportional to the task times

Place steps, queue's along the line segment in the order that they happen

Place VA steps above the line

Place NVA-R & NVA steps below the line – can be different

The white space between boxes for queue time

Draw in feedback loops and label yield percentages

Sum activity/non-activity times

Sum value/non-value times

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Example Time/Value Analysis

25%

Queue = 60 m

Activity = 45 m

CVA = 5 m

NVA-R = 25 m

NVA = 60 m

PLT = 105 m

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Time/Value Analysis


Spaghetti Chart


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Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Defect Services: 0.5 0.2 0.7 0.1 14% rewkd. 12.0 0.3Embodied 71% successCosts* Each: 0.14 0.22 0.28 0.34 0.22(rw)** 1.32 1.72

1.54 (sc)

Rework

Note: Per 100 services released:

• Cost of each defect, to this point in the process, including supply cost** • Per 100, 14 are reworked: 10 are “saved” at cost of 0.22 each; 4 are lost at cost of 1.54 each

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Time/Value Analysis


Spaghetti Chart


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Spaghetti Chart

Purchasing

Accounting

Scheduling

ChemicalWarehouse

VP Conference Room

General Office Staff

Sales

CustomerService

Conf RoomL

ogistics

Bathroom

1

2

5

9

8

76

3

4

11

14

1312

10

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99

Example:

Completed Current State VSM

99

Order Mgmt Supervisor

CUSTOMER


Screen for Acct MgrOrder Mgmt

P/T = 2 min

Error Rate=2%

Volume=800

P/T = 6 Min

Error Rate=0%

Volume=800

P/T = 6 Min

Error Rate=2%

Volume=800

P/T = 2 Min

Error Rate=1%

Volume=800

20

Orders

3 min

Phone Call

Large

Business

Home

6 Customers

5 Customers

3 Customers

Small

Business

Customer

Info4

Product

Need4Pricing

4

Shipping

Info4

P/T = 3 min

Lost calls=10%

Volume=1200

Pick/Pack & Ship

P/T = 120 Min

Error Rate=1%

Volume=1200

10


240 min5 min



SUPPLIERSManual Update

Weekly Update

Phone Call

UNCLASSIFIED / FOUO

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100

Example: Time Study FormFor Deeper Understanding of Lead Time of Each Step

Date Date Observer

1 2 3 4 5 6 7 8 9 10

Clock

Elapsed

Clock

Elapsed

Clock

Elapsed

Clock

Elapsed

Clock

Elapsed

Clock

Elapsed

Clock

Elapsed

Remarks

Subprocess

Task Description

Be

st

Re

pe

ata

ble

Tim

e

Sta

nd

ard

De

via

tio

nProcess

Observed Cycles

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Flow Process Chart

C hart: She et: Su mmary

Produ ct or Output: Activi ty Present Prop osed Saving

Wo rk ¡

Activity: Tra nsport à

De lay

Method: Inspection �Storag e Ñ

Distance (m)

Location: Time

Worke rs: Wo rk shift no: Co st

Prepa re d b y:

App ro ve d b y: Da te: Labour expenses

Ma terial co st

Total

Symb olD escripti on Quantities

Distance

(m)

Time

(dm)¡ à � Ñ

Remarks

1

2

3

4

5

6

7

8

9

1 0

1 1

1 2

1 3

1 4

1 5

1 6

1 7

1 8

1 9

2 0

2 1

2 2

2 3

2 3

2 4

2 5

2 6

2 7

2 8

2 9

From: 100 Management Charts,by Soichiro Nagashima, www.apo-tokyo.org

Example:

Process Flow Data Gathering Template

Templates (like at left), or just Paper & Pencil, can be used to get started

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Example:

Process Observation Form

From: ACTION Field Manual, © 2003 Malcolm T. Upton, University of Phoenix Doctor of Management Candidate

Education

NG BB 19 Document and Analyze the Process