QUAL8050 - Lean Six Sigma

Measure Phase
Process Mapping
 This Week’s Learning Objectives
“Measure” Phase: Introduction, Process Mapping
 DMAIC – Measure Phase
The purpose of the Measure phase in the DMAIC problem solving road map is to:
Develop measures (“metrics”) to help you review your current state process
performance (Process Y’s or KPOVs) based on the output/completion of your SIPOC
and CTC-CTQ, and then quantify the baseline performance of the process.

In summary:
Measure the current state process, and verify the improvement opportunity.

A project leader needs to understand the current state (as is) condition completely, before
they can understand where to make or focus improvement efforts.

Project Focus needs to be data driven, and the Measure phase of DMAIC provides the
methodology and tools for achieving that.
 DMAIC – Measure Phase
• The goal is to determine the location or source of problems as
precisely as you can by graphically showing the existing (“as-is”)
process conditions and problems.
• Knowledge gained in this phase will help you narrow the range of
potential causes you need to investigate in the Analyze phase
• Important part of this phase is to establish a baseline process
capability level
DMAIC – Measure Phase
 Process Mapping
• First of All … What is a process?
• A series of repeatable steps where inputs are modified to
create outputs, and the outputs are used by a downstream
customer (internal or external)

“If you can't describe what you are doing as a

process, you don't know what you're doing.”
{W. Edwards Deming}
What is Process Mapping?
Why are process maps needed?
 What do Process Maps Do?
o Documents and communicates information about how actual process steps are
interrelated, and also displays the project scope (start and stop point) for all
stakeholders to understand
o Identifies all potential inputs that may be affecting the key outputs of the entire
process
o Identifies all decision points that may be impacting/contributing to the problem
o Identifies which specific steps of the process are adding value, and which steps are
not
o Excellent visual aid for identifying the ‘hidden factories’ … (i.e. rework, scrap,
testing) where waste is hiding or accumulating
o Can be used as a training document for new employees on existing processes or
new/improved processes
Process Mapping Discovery
 Expected Results from the Process Map
• Start and End points clearly defined
• Appropriate symbols used to represent the process activities, along with connecting
lines for workflows, branch offs, paths, etc.
• Process steps should be labelled with an accurate description of each
• Inputs and outputs should be identified for each step
• A person not familiar with the process should be able to understand the flow with
minimal explanation
• The level of detail should be adequate enough to describe inefficiencies
The Goal of the Process Map
Types of Process Maps
 Common Process Map
A common process map should describe:
• All of the steps within a bounded process
• The flow relationship between each step including loops and decision points

This is sometimes referred to as a “Simple Flow Chart”

Levels of a Process Map
 Developing the Process Map
Team Effort!
• One person does not have all the process knowledge. Typically, need to include
several subject matter experts (SMEs) from other areas, (manufacturing engineers,
line operators, line supervisors, or sales, project mgmnt, customer care, etc. for
transactional processes)
Inputs to Process Mapping:
• Operational manuals, procedures
• Eng. or CTQ specs
• Process owner, and operator experience
• SIPOC
As a project team leader, ALWAYS walk the process first prior to developing the Map with the team!
Facilitating the Mapping Event

Use a large roll

of charting
paper
 Questions to ask about a process
While leading a process mapping event, always be thinking about what you want
to learn:
Ask … Who?, What?, When?, Where?, Why?, How?
• Who performs the activity?
• Who is the customer/recipient of this step?
• How/Why do we do this?
• What decisions are made? (what happens if “Yes”? What happens if “No”?)
• What happens next?
• Who reviews this step?
• How long does this take
• What issues do you often encounter at this step?
Steps to Building a Process Map
Standard Flow Charting Symbols
or…
Start, Stop
Process Step or Operation
Decisions
Transport or Movement
Storage, Waiting
Delays
Process Sequencing
Parallel Processing
Impact of Decisions on the Process
Cycles, Loops
 Create or Change
Need Validate
Model

NO
YES
Create or Change Is Model
Drawing Good?

YES YES YES YES YES YES YES

Correct Correct Correct
Correct Up to Current Correct Title Correct
Drawing Material Drawing
Format? Standards? Block? Dimensions?
Notes? Block? Views?

NO NO NO NO NO NO NO

Update Update Add Update Update Add / Update Add / Update

Example: Future State Process Final Review

Map for eng. drawing global

DXF
standardization project
YES NO
Conducted at the Same Is Drawing
END CMES Checking ECN
Time Good?

EPR View
 Creating Maps Using Software

• Always start by creating your process map using a large roll-out, or chart paper.
• Always use a team of SMEs (process experts – workers, owners, etc.) to assist
with the mapping
• Once the flow is charted, and you and the team are satisfied, you can easily
transfer (or formalize) the process map in:
• Visio
• Excel
• Power Point

Your choice!
 Practice – Process Mapping using MS Visio

20 Minutes: Process Mapping Example – Mowing the Lawn – Inputs & Outputs
Process Map vs. Value Stream Map ?
VS
.
 Process Map vs. Value Stream Map
Value stream mapping takes a high-level look at a company’s flow of goods or
services from supplier to customer. It usually contains 7 to 10 steps. Practitioners can
drill down to find the true bottleneck in a company’s processes. Key metrics captured
are cycle times, defect rates, wait times, headcount, inventory levels, changeover
times, etc.

In comparison, detailed process mapping provides a more detailed look with a much
deeper dive into a process. One captures the inputs and outputs of every step in a
process and may classify each as critical, noise, standard operating procedure or
controllable. The key to using this tool is controlling inputs and monitoring outputs.
Detailed process mapping also helps document decision points within a process.

{isixsigma.com}
 Detailing the Process Map
The next step in making your process map more useful is to provide details around
each process step.
A detailed process map should include:
o All of the steps within the scope of the project
o The flow relationship between each step including decision points and loops
o All Inputs and Outputs at each process step
o The classification of each input as, Critical (X), Control (C), Noise (N), or
Standard Operating Procedure (S)
o Identification of VA, NVA,BVA at each process step
o Optional – Metrics at each step (such as cycle time, manpower, if applicable)

The GOAL is to determine which inputs (X’s) are

controlling/affecting/influencing our process outputs (Y’s) the most
 Identifying Inputs and Outputs
Process Step Inputs – are any materials, information, tools, or conditions required or
consumed by the process step in order for it to successfully complete it’s expectation (achieve
the desired output).

Process Step Outputs – are any materials, information, or things that come out of a process
step which have characteristics that can be measured.

The GOAL is to determine which inputs (X’s) are

controlling/affecting/influencing our process outputs (Y’s) the most
 Classification of Inputs
(C)
i.e. conveyor speed, chamber
temperature, fan speed.

(N)
environmental things such as
wind, ambient temperature,
humidity.
(X)
If lacking or missing, the process step
can not be completed; overall process
(S) stops.

Inputs that assist, support, or

influence the other inputs, including
critical inputs.
 Why List the Inputs?
Process improvements are based on finding out which inputs have the most
influence on the process output

Must have a list of “potential influential inputs” to investigate into causes of

waste and variation

The process map is an excellent tool for identifying these “potential influential
inputs”

Often … the outputs from one process step become the inputs into the next.
Classification of VA, NVA, BVA … Recall
NVA Activities
20min:
Class Example:
Use our “Lawn Mowing” example to review all the inputs and outputs that the process mapping
team came up with.
1.) Identify each Input as either “Critical (X) “, or “Controllable (C)”, or “Noise (N)”, or “SOP (S)”
2.) Mark each step as VA, NVA, or BVA

NVA NVA
“Functional” or “Swim-Lane” Process Map
“Functional” or “Swim-Lane” Process Map
 Example:

Refer to full example

(PDF) on econestoga
course content
 Physical Process Map (“Spaghetti Map”)
Spaghetti maps are used to provide a graphical
representation of travel distances and travel patterns within
a process.
Steps to produce a spaghetti map:
Physical Process Map (“Spaghetti Map”)
 Physical Process Map (“Spaghetti Map”)

Applicable to any type of

movement analysis
(material, info, product,
operator, etc.)
Physical Process Map (“Spaghetti Map”)
Physical Process Map (“Spaghetti Map”)

Used to visually present an

improved future state to
sponsors, management,
stakeholders, etc.