Process Mapping and

Workflow Design

Asst. Prof. Worapong Sawangsri

EMME, Department of Mechanical Engineering

Faculty of Engineering Kasetsart University

 Process flow charts and Value
Stream Mapping (VSM)

Analyzing and improving

Lecture
workflows

Outline: Case studies: Examples of

optimized workflows

Using Visual Components for

workflow simulation
• Process flow charts and
Value Stream Mapping
(VSM)
1. Process Flow Charts and Value
Stream Mapping (VSM)
1) Process Flow Charts
• Definition: A process flow chart is a diagram
that depicts the sequential steps of a
process, including decision points, inputs,
and outputs.
• Purpose:
• Visualize the entire process.
• Identify redundancies, delays, or inefficiencies.
• Communicate process workflows effectively.
• Key Symbols:
• Oval: Start or End of a process.
• Rectangle: Represents a task or activity/Process step.
• Diamond: Decision point requiring a choice.
• Arrow: Indicates flow direction.
• Steps to Create a Flow Chart:
1. Define the process scope and objectives.
2. Identify all steps in the process.
3. Organize steps sequentially using standard
symbols.
4. Review and validate with stakeholders.
• Example 1: Order Fulfillment Process
• Scenario: Visualizing how customer orders
are processed.
1. Start: Customer places an order.
2. Task 1: Order is received and entered into the
system.
3. Decision Point: Payment successful? (Yes/No).
4. Task 2: Prepare items for shipment (if Yes).
5. End: Order is shipped to the customer.
Example Flow
Chart: Order
Fulfillment
Process
• Steps:
• Order Received.
• Payment
Processed.
• Order Packed.
• Shipped to
Customer.
• Delivery
Confirmation.
https://images.app.goo.gl/q8PHybHKbLuaXWVHA
2) Value Stream Mapping (VSM)
• Definition: VSM is a Lean tool that visualizes the flow
of materials and information through a process to
identify value-adding and non-value-adding activities.
• Purpose:
• Highlight inefficiencies such as delays and bottlenecks.
• Identify areas for process improvement.
• Symbols in VSM:
• Process box: Represents steps in the process.
• Arrow: Flow of materials or information.
• Inventory triangle: Denotes storage or waiting areas.
• Data box: Captures key performance metrics (e.g., cycle
time, lead time).
https://www.purdue.edu/leansixsigmaonline/blog/value-stream-mapping/
• Steps to Develop VSM:
1. Map the current state:
• Include all process steps and flow connections.
• Measure key metrics (e.g., processing times, wait
times).
2. Identify inefficiencies:
• Bottlenecks, delays, overproduction, waste, or
excessive inventory.
3. Design the future state:
• Streamline steps to reduce waste.
• Reallocate resources to improve flow.
• Example 2: Manufacturing Assembly Line
• Scenario: Optimizing a production line with
excessive delays.
1. Map the Current State: Identify steps like
material preparation, assembly, and quality
checks.
2. Highlight Bottlenecks: Delays due to material
shortages.
3. Design the Future State: Introduce a pull
system and real-time inventory updates.
Example VSM: Current • Current State:
and Future State • Includes excessive inventory, high lead time.
Comparison for • Future State:
Manufacturing • Leaned-out process with reduced delays and
optimized flow.

https://images.app.goo.gl/zN1EH2QNu8Spr5CH7
3) Swimlane Diagrams
• Definition: A flowchart variation that divides
responsibilities into lanes for better clarity on task
ownership.
• Purpose:
• Clarify roles and responsibilities.
• Identify inefficiencies caused by handoffs between
departments.
• Key Features:
• Lanes: Represent individuals, teams, or departments.
• Tasks: Show actions within each lane.
• Arrows: Indicate transitions and dependencies.
• Steps to Create:
1. Define participants and lanes.
2. Outline process steps within
respective lanes.
3. Highlight interactions and transitions
between lanes.
• Example 3: Employee Onboarding Process
• Scenario: Streamlining onboarding steps
between HR, IT, and Managers.
1. HR Lane: Send offer letter, collect documents.
2. IT Lane: Set up workspace, create system
accounts.
3. Manager Lane: Assign tasks and provide
orientation.
https://images.app.goo.gl/uokW1RTUcQiYvjG4A

• Scenario: order placement and

Illustration: received goods
Swimlane • Lanes: Customer, Order service, Sales, etc.
Diagram • Steps: Submit order form → Receive
ordered goods.
4) Fishbone Diagram (Ishikawa)
• Definition: A cause-and-effect diagram used to
identify root causes of problems.
• Purpose:
• Break down issues into contributing factors.
• Facilitate brainstorming and problem-solving.
• Structure:
• "Spine" represents the main issue.
• "Bones" represent categories of causes (e.g., Methods,
Materials, People)
• Steps to Use:
1. Define the problem.
2. Identify categories of causes.
3. Brainstorm specific factors within each category.
• Example 4: Delay in Product Delivery
• Scenario: Identifying root causes for shipping
delays.
1. Define Problem: Late deliveries.
2. Categories: Logistics, Workforce, Technology,
Suppliers.
3. Analysis: Late supplier deliveries and outdated
routing systems.
https://images.app.goo.gl/rUZ7C6zhAD1gqzvN7

Illustration:
Fishbone • Scenario: Delay in Product Delivery
• Categories: People, Material, Methods,
Diagram Machinery.
Example
5) Pareto Chart
• Definition: A bar graph that highlights the most
significant factors contributing to a problem.
• Purpose:
• Prioritize issues based on their impact.
• Focus efforts on solving the most critical problems.
• Key Elements:
• Bars: Represent individual categories of issues.
• Line: Cumulative percentage of total impact.
• Steps to Use:
1. Collect data on problem occurrences.
2. Rank issues by frequency or impact.
3. Plot bars and cumulative percentages.
 https://images.app.goo.gl/wvV6ZA4ThuCG76H97

Illustration: • Scenario: Pareto chart of the frequency of

Pareto Chart defects.
• Categories: Different defect types.
Example
6) Workflow Simulation Tools
• Definition: Software tools (e.g., Visual Components)
used to model and analyze processes in real-time.
• Purpose:
• Test process changes before implementation.
• Visualize complex workflows.
• Identify bottlenecks and optimize resources.
• Features:
• 3D modeling of layouts.
• Simulation of process scenarios.
• Data analysis for performance metrics.
• Steps to Use:
1. Import process maps or VSM into the tool.
2. Define key parameters (cycle time, resource
availability).
3. Run simulations and analyze results.
• Example 5: Optimizing a Warehouse
Layout
• Scenario: Reducing travel time for picking
operations.
• Import current warehouse layout into Visual
Components.
• Simulate worker movements and identify
inefficiencies.
• Propose and simulate alternative layouts with
optimized paths.
 https://www.vimanpro.be/vc-products/process-simulation/

Illustration: • Use Visual Components’ statistical tools for

analyzing Bottlenecks and Resource Utilization,
Workflow gathering simulation data and visualizing it with
various chart types.
Simulation • It allows to adjust process parameters to
Screenshot identify optimal setup choices.
• Analyzing and improving
workflows
2. Analyzing and Improving
Workflows
1) Analyzing Workflows
• Workflow Metrics:
• Takt Time: The maximum time allowed to produce one unit to
meet customer demand. It ensures production aligns with
demand and helps prevent overproduction or underproduction.
It is calculated as
Available Production Time
Takt Time =
Customer Demand
• Cycle Time: The actual time taken to complete one unit of
production from start to finish. It includes processing time but
may exclude waiting or downtime. If Cycle Time is longer than
Takt Time, it may indicate inefficiencies.
• Lead Time: The total time from order placement to order
fulfillment, including processing, waiting, and delivery time. It
represents the entire duration a customer waits for a product or
service.
• Workflow Metrics: (cont)
• Throughput: is the rate at which a system produces finished
goods or completes processes over a specific period. It
measures the efficiency of a production line, system, or
workflow.
Total Units Produced
Throughput =
Total Time
• Throughput is influenced by factors such as machine capacity,
labor efficiency, bottlenecks, and downtime. Higher throughput
indicates a more efficient system, while lower throughput may
signal production constraints or inefficiencies.
• Techniques for Analysis:
• Fishbone Diagram: Identifies root causes of inefficiencies.
• Pareto Chart: Highlights the most significant problems.
• Gemba Walk: On-site observation to understand real
processes.
• Etc.
2) Improving Workflows
• Key Strategies:
• Eliminate non-value-added activities.
• Streamline sequential steps.
• Reduce handoffs and delays.
• Approach to Improvement:
1. Analyze the existing workflow.
2. Engage stakeholders for input.
3. Implement small, incremental changes.
• Diagram comparing
Original vs. Improved
Service Process.

https://images.app.goo.gl/CXEk6hzuCRsXo35L9
• Case studies: Examples
of optimized workflows
3. Case Studies: Examples of
Optimized Workflows
• Case Study 1: Manufacturing Workflow
• Scenario: Excessive work-in-progress (WIP)
inventory causing delays.
• Challenge:
• Production lines frequently paused due to lack of
synchronization between upstream and
downstream processes.
• High levels of WIP inventory led to increased
storage costs and longer lead times.
• Solution:
1. Analyze Current Workflow:
• Use Value Stream Mapping to document each step of the manufacturing
process.
• Identify bottlenecks, such as machine downtime and unbalanced workloads.
2. Implement Improvements:
• Introduce a pull-based production system using Kanban to regulate the flow of
materials.
• Balance workloads by reallocating resources to high-demand areas.
• Schedule preventive maintenance to reduce unplanned machine downtime.
3. Monitor and Optimize:
• Continuously measure key metrics like cycle time, lead time, and throughput.
• Conduct weekly reviews to identify further improvement opportunities.
• Outcome:
• Reduced WIP inventory levels by 40%.
• Lead times decreased from 10 days to 6 days.
• Improved on-time delivery performance by 20%.
Example of a Value Stream Map
(VSM) for manufacturing processes

https://www.dmaic.com/value-stream-mapping-value-stream-analysis/
• Case Study 2: Service Workflow
• Scenario: Customer service queries
experiencing bottlenecks.
• Challenge:
• Customers wait an average of 48 hours for
responses due to disorganized query handling.
• Lack of coordination between departments
prolongs resolution time.
• Solution:
1. Analyze Current Workflow:
• Use a Swimlane diagram to identify handoffs and delays.
• Highlight repeated back-and-forth communications between customer
support, technical teams, and billing.
2. Implement Improvements:
• Introduce a centralized ticketing system to categorize and track queries.
• Assign query ownership to specific departments with clear deadlines.
• Automate query escalation for unresolved issues after a set time.
3. Monitor and Optimize:
• Measure resolution times and customer satisfaction post-implementation.
• Continuously refine processes based on feedback.
• Outcome:
• Reduced average query resolution time from 48 hours to 12 hours.
• Increased customer satisfaction score by 25%.
Example of Process Map
Improvements for service workflow

https://images.app.goo.gl/qVmdcWVrqibcykZw8
• Using Visual
Components for
workflow simulation
4. Using Visual Components for
Workflow Simulation
• Features:
• 3D modeling of workflows.
• Simulation of real-time scenarios.
• Data-driven analysis of process performance.
• Benefits:
• Predict outcomes of process changes.
• Optimize layouts and resource allocation.
• Steps to Use Visual Components
1. Import the process flow into the software.
2. Define parameters such as cycle times and
resources.
3. Run the simulation to identify bottlenecks.
4. Analyze the results and iterate on design
improvements.
Interactive Learning Activities
• Exercises
• Create a process flow chart for a manufacturing workflow.
• Analyze a sample VSM and propose improvements.
• Use a fishbone diagram to identify root causes of delays in
a delivery process.
• Create and simulate a workflow in Visual Components.
• Workshops
• Hands-on session: Simulate workflows using Visual
Components software.
• Group activity: Redesign a workflow to eliminate
bottlenecks and optimize efficiency.