Process Mapping

Goodrich
Continuous Improvement

This presentation is one of a standard training series produced by the Goodrich Continuous Improvement
organization. The series has been prepared for use by Goodrich organizations in the training and continuing
education of their personnel. Any use outside of the Goodrich Corporation is expressly prohibited without the
permission of the Goodrich Continuous Improvement organization.
 Process Mapping

A HOUSE WITHOUT WASTE

CUSTOMER
ENTERPRISE EXCELLENCE
Change as a Way of Life
Policy Deployment
Profitability
Voice of the
Employmen

Process
Customer

Engagement
t

Employee
Leadershi
Standar

Linkag
Work

Total

Flow
Stability
Tim
d

e
e

Mapping
VA - NVA - 7 Principle Wastes
Curtain Make It 6
Pull 1Piece Takt Time SMED TPL Supplier Cert. SWCS QFD

Creativity B 4 $
Operation Ugly SIGMA
% Load Problem Process Adjustment Right Physical Line
DFM/A DOE 5S AQS
Charts Solving Mapping Elimination Sizing Layout Stop
Visual Mistake Multi- Time
MRS Jidoka SWS Hanadashi 5 Whys SWIP 3P
Controls Proofing Skilled Obser’n

Bias For Action

Continuous Improvement: Cycle Time = Takt
Time
 Process Mapping

Learning Objectives

▪ What is a Process Map?

▪ When/Why use Process

Mapping?

▪ How do you construct a

Process Map?

▪ How does a Process Map

identify waste and make
improvements?
 Process Mapping

What is a Process Map?

▪ A visual representation
of the actual sequence
of events that any
product, service or
process follows. Each
step in the sequence is
shown, and each step
is clearly identified.
 Process Mapping

Visual representation should include

▪ Tasks and activities

▪ Decision points
▪ Cycle times
▪ Work in process
▪ Flow time
▪ Sequence
▪ Loops
▪ Travel / distance
 Process Mapping

Primarily used for business processes

Operations Business Process

Operation ▪ Machine part ▪ Fill out form

▪ Assemble parts ▪ Post to record
▪ Pack ▪ Look up customer
▪ Heat treat ▪ Make entry in file/PC
▪ Repair part ▪ Sort orders

▪ ▪
Move part to next unit Take to person’s in-basket
▪ Walk to tool crib ▪ Walk to copier
Transportation ▪ Deliver paperwork ▪ Deliver package
▪ Walk to parts crib ▪ Walk to file cabinet

Inspection ▪ Inspect part/assy ▪ Check form for

▪ Check paperwork completeness
▪ Verify stamps ▪ Verify figures on report
▪ Check tooling ▪ Check design drawing
▪ Proofread memos
 Process Mapping

Done at different “flight levels” for different

reasons

▪ Enterprise Understanding - High Level

▪ Macro Planning - Mid Level

▪ Kaizens - Detail
 Process Mapping

Purpose
▪ Describe current process We do not see things as
(document reality) they are, we see things as
we are.
NOT
▪ How it was designed
▪ How it’s “supposed to be”
▪ How we think it is
▪ Build team understanding of
the process
▪ Identify waste
▪ Stimulate identification of
countermeasures

Used to identify/eliminate waste,

not develop the perfect process map
 Process Mapping

The greater the detail . . .

. . . the greater the opportunity

▪ How aggressive do we want to be?

▪ How much waste do we want to find?

▪ What is the element size?

▪ What are the details?

How great are your

expectations?
 Process Mapping

The process selected for mapping

should have significant impact
on policy deployment
improvement targets
 Process Mapping

Team selection is critical; be sure to include

▪ Local employees involved in the process
▪ Customers/suppliers of the process
▪ “Outsiders” not in the stream
▪ Subject matter experts
▪ Open minded employees
The process of gathering facts is also critical
▪ Requires excellent facilitation
▪ Use non-leading questions
▪ Need a diligent “5 Why” expertise
▪ No baggage allowed
 Process Mapping

Understand the process through facts

▪ Reality is invariably different from perception; few

processes work the way we think they do

▪ Use the two actual rules

▪ Go to the actual place where the process is

performed

▪ Observe and chart actual process

Interview ONLY if observation is not practical

 Process Mapping

How to make the time-based Process Map

▪ Tape a large piece of paper (butcher paper) to a wall

▪ Determine scale and divide horizontal axis into time

increments (initially, keep it flexible as you may have
to change it)

▪ Leave space at the bottom for attaching background

documents (i.e. SWS’s, copies of actual documents)

▪ List low level functions in chronological order of

activities observed on the vertical axis

▪ Use color-coding to separate skill sets

 Process Mapping

Customer
Chronological

Order Process
Order

Planning

Production

Tim
e
Distanc
e
 Process Mapping

How to Process Map - Using an “Order

Entry” process as an example

▪ Tasks and activities are recorded on “stickies”

▪ “Stickies” are color-coded by task and activity

▪ Start on the left with the first task/activity

▪ Example:

Receive orders
Go pick-up
 Process Mapping

How to Process Map – use Observations

▪ Record information on “stickies”

▪ Task description

▪ Cycle time to perform the task

▪ Inventory or queue
Receive orders

Go pick-up

= 3 CT=30”
 Process Mapping

How to Process Map – Determine what

happens next

▪ Sort the orders between normal and rush

▪ Display sorting as a “decision stickie”

What
type of
order is it?
Norma
l

Rush
 Process Mapping

How to Process Map

▪ “Decision stickies” indicate

what percentage goes to what
path; higher percentages take
horizontal path What
type of
order is it?
▪ Indicate cycle time for the CT=30
Norma
”
decision l
60%

▪ Plot high percentage path first Rush

40
time through process, then %
plot alternate paths
 Process Mapping

How to Process Map

▪ Distance between “stickies” should be
proportional to time between activities
▪ If no lag, lead or queue between activities,
“stickies” are located next to each other

Map Time Map Time

Line Line

Lag, lead
and/or
queue time
or No lag, lead
and/or
queue time
 Process Mapping

How to Process Map

▪ Each “stickie” should display relevant

information about activity, not just title

▪ Check Order
▪ Request Date
▪ Part No.
Check Order ▪ Quantity
▪ Billing Address
▪ Shipping Address
=3 CT=30’’- 600”

Tells us nothing! CT varies depending on

clarity and completeness
of the request form
 Process Mapping

How to Process Map

▪ A “stickie” color change indicates a different

type of task and activity (function)

Is order
informatio
n Enter data on
complete? Yes our screen
80
%

=1 CT = 15’’
No
20
%
 Process Mapping

How to Process Map

Is order
informatio
n
complete? Yes
80
%
Enter data on
No our screen
20
%

If we have an alternate =1 CT = 15’’

path, “no” is not complete
 Process Mapping

How to Process Map

▪ Path should go back to the left to indicate that

customer supplying order information will
need to provide complete data

N
o
 Process Mapping

How to Process Map

▪ When filling out a form (paper or electronic),

place copy of form below the “stickie”

Is order
informatio
n Enter data on
complete? Yes our screen
80
%

No =1 CT = 15’’
20
%

Copy of electronic
form highlighted
with fields entered xxxxxxxx
xxxxx
 Process Mapping

How to Process Map

▪ Focus only on documenting reality

▪ Do not pass judgment

▪ Do not plan, identify or think of

countermeasures at this point in time

However if someone does...

 Process Mapping

How to Process Map

▪ As issues/problems/opportunities arise,
capture them on the to-do list
▪ Then move back to documenting reality

Example: an observant
team might have seen this
was done without a Check Order
checklist – just from memory
 Process Mapping

Employee asked different questions of

each supplier during check order step.
 Process Mapping

Customer
Chronological

Order Process
Order

Planning

Production

Tim
e
Distanc
e
Continue to . . .
▪ Describe each activity on a “stickie” and attach to the
appropriate location
▪ Keep activities in sequence
▪ Stick to the scale
▪ Connect activities using a “non-permanent” marker
 Process Mapping

As the map develops, remember

▪ Keep at the right “flight level” in a Kaizen

. . . detail, detail

▪ Observe

▪ Document
 Process Mapping

Map analysis summary

▪ Is the process drawn in enough detail?
▪ Are all steps listed?
▪ Is each step in its simplest form?
▪ Are all “stickies” connected by lines?
▪ Are all rework loops completely documented?
▪ Does the whole team understand the whole process?

Customer
Chronological

Order
Order

Process
Planning

Production

Tim
e
Distanc
e
 Process Mapping

1. After documenting reality, identify waste by labeling each

“stickie” as VA/NVA using colored markers/dots

2. Analyze map & capture problems/issues/opportunities on the to-

do list;

1. Look at VA/NVA, handoffs, time lags, queues, inventory,

inspections, duplication/rework and clarification loops

3. List lean countermeasure for each item on the to-do list; make
assignments

4. Some teams create an “ideal” process map for the Least Waste
Way (at consultant discretion)

With a bias for action, implement countermeasures

-- Just Do It! --
 Process Mapping

Optional enhancements

▪ Can be used in addition to “basic process

mapping” if it significantly helps progress/
bias for action of the improvement activity
 Process Mapping

Tool – SIPOC Map

▪ High level process map
▪ Helps “frame” problem
▪ Effective communication tool to management

Suppliers Inputs Outputs Customers

Process

Start Detailed Process End

Boundary Map Boundary
 Process Mapping

SIPOC Map Example –

Making a Fried Peanut Butter Sandwich for “The King”

Suppliers Inputs Outputs Customers

Grocery Store 1 Peanut Butter Fried PB Sandwich Elvis

Grocery Store 2 Bread/Butter Process
Appliance Store Stove
Power Company Electricity
Kitchen Store Skillet/Knife

Items Spread Sandwich

Spread PB Assemble Fry
Gathered Butter on on Plate
on Bread Sandwich Sandwich
in Kitchen Sandwich for Elvis
 Process Mapping

S-I-P-O-C interaction with detailed process map

▪ Identification/addition of suppliers and inputs to the
process shown can be included on the process map
▪ Identification/addition of outputs and customers of the
process shown can be included on the process map

Detailed Process Map

Supplier Input Output Customers
s s s

© 1999 Lucas Aerospace

 Process Mapping

ASME Symbols
Usage
PROCESS STEP INFORMATION REQUIRED

Operation Intentional modification to any of the product characteristics.

An object is assembled to, or disengaged, from another object.

Inspection An object is prepared for a further activity. There is an

inspection when the material is examined for it’s identification,
verification or control of it’s quality or quantity.

Formal Store When material is held or protected in a specific area (store),

generally where some form of authorization is required, at
entry or exit.

Transport When an object or material is moved from one position to

another.

D Delay/Temporary
Storage
When an object or material is waiting between successive
activities.

Non-Value Added Non-value added operation, i.e. 7 +1 wastes

Operation
 Process Mapping

ASME Symbols
Usage
Value Added

Non-Value Added

Non-Value Added

Non-Value Added

D Non-Value Added

Non-Value Added
 Process Mapping

ASME Symbols Usage Visual

© 1999 Lucas
Aerospace
 Process Mapping

Alternative Types
Overview

Value Added Time

Value
Added
Activities
Non-Value
Added
Activities

Cost Three
Line Dimensiona Secon
l d
Floor

£3.25 £4.50 £2.00 £20.50 £8.00 £9.00

Avg Li
. ft Firs
Floot
Cum Document r
. Request
£3.2 £7.7 £9.7 £30.2 £38.2 £47.2
5 5 5 5 5 5 Finished Doc.
sent off

© 1999 Lucas
Aerospace
 Process Mapping

Remember

▪ Used primarily to document reality on

business processes

▪ Used to visually describe the process

▪ Team selection and use of non-leading

questions are critical

▪ Also used to identify waste/problems and

implement countermeasures
 Process Mapping

Process Mapping Exercise

 Process Map Exercise – Paying Your
Process Mapping
Monthly Bills
Consum Pay
er Bill

Receiv
Send e
Any Paymen
Co. t
Notice Payme
nt
Receiv Mail
Write
Consum e Payme
Check
er Bill nt

You have 30 minutes to develop the next level process map, 5 minutes to
Any
Co. summarize experience and learnings, 3 minutes to report on your experience
Process Info - Notices are mailed monthly; you get mail every day, but not bills
Postal
Servic every day; you pay bills weekly; bill notices and payments are mailed thru the
e postal service; payments are made by personal check; there are 3 participants
in the process – Any Co., Postal Service, You – the consumer
Consum
er Task - Create the next level process map for the previous level process steps
Show - Decision points, points with variation, Loop Backs, Time Line, Queue
points and quantity, Hand-offs
 Process Mapping

Process Mapping Exercise

Solution – Do not go past this

page unless you have finished
the exercise
 Process Mapping
Typical Example of The Detailed Process Map
Proc Prin
Plac
ess t
e in
Invo Invo
Mail
ice ice
Take Run
Put
Pick- to
mail
up Post mail
In
Mail Offic rout
box
e e

So time
Ge
rt to Put
t
for Pay N bills
Ma
Bill bills In
il
s ? desk

Y
Is
Retrie Revie bill Y
ve w corr
bill bill ect
?
N

Call
Any Co

Days to Process

0 2 4 6 8 10
12
 Process Mapping
Typical Example of The Detailed Process Map

Pick-up
Mail

Put
Put money Put Buy Put Buy
bills In bills envelo bills Stamp
In desk checki In desk pes In desk s
N ng
Mo Ha N N Put
Ha
ney Write ve Stamp
Place check ve Put in
in env on
& Invoice in sta mail
che Che elo Y Envelo
Y Y envelope mp
cki ck pes pe
s?
ng? ?

Days to Process

14 16 18 20 22 24
26
 Process Mapping
Typical Example
Recei
of The Detailed Process Map
ve

Paym
ent

Take to Run mail Put mail

Post route In box
Office

Days to Process

26 28 30 32 34
 Process Mapping

Proc Prin
Typical Example of The Detailed Process Map Recei
Plac ve
ess t
e in
Invo Invo
Mail
ice ice I Paym
Take Run Put
s
Pick- to mail ent
up Post mail it
Mail Offic rout In
e e box Take Put
ti Pick- Run
to mail
up mail
m Post In
Pu Mail route
So e Office box
Ge N t
rt
t bill
for t M
Ma s
Bill o o Pu Pu
il In I Put H Bu
s P Putn
mo t t Bu
Y de s bills a y
a e ney bill bill y
sk v en H
y Iny
In s s sta
b che e vel a
des In In mp Put
Re il N ckin e op v
b Re Y ki
g
Wri N de Place de s Sta Ma
trie l n es check Ne
il vie n te sk sk mp il
ve c v & s
l w c Ch on Pa
bill o e Invoice t
s bill h ec in Env ym
s r l a
? e Y k Y envelo Y elo ent
N Car o pe m
c pe
ll e p p
k
Anc e s
i
yt s ?
n
Co? ?
g
?

Days to Process

0 5 10 15 20 25 30