answer the questions
omaziz01
ipptchap003s.pptx
Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.
CHAPTER 3
SUPPLEMENT
Process Mapping and Analysis
McGraw-Hill/Irwin
1
Learning Objectives
LO3S-1 Work through various process mapping steps
LO3S-2 Assess processes
LO3S-3 Determine type of activity a processes represents
LO3S-4 Understand when and how to apply process mapping tools
LO3S-5 Change a process for increased productivity
3S–2
2
Process Analysis at AHMP: Why?
3S–3
Reduce process lead time
Maintain product quality
LO3S-1
3
Process Mapping as a Process
Determine desired process outcomes and metrics
Identify and bound the critical process
Document the existing process (“current state” map)
Analyze process and priorities improvements
Recommend changes (“future state” map)
Implement changes and monitor process
3S–4
LO3S-1
4
1. Identify Desired Outcomes
What should the process achieve?
Reduced cost
Shorter lead time
Improved quality
More reliable deliveries
Other?
3S–5
LO3S-2
5
3S–6
Figure 3S-1
LO3S-2
Identifying Desired Outcomes at AHMP
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2. Identify and Bound Critical Process
Critical processes typically are one of the following:
A bottleneck
Visible to the customer
Consumes largest amount of resources
A shared process
Highest level of variance
A unique skill or core competency
3S–7
LO3S-2
7
3. “Current State” Map
Current State: the ‘as is’ of the processes
A process map is a diagram of the process activities
Identify minimum acceptable level of detail on map
Use display formats as needed to depict complete processes
Watch for ‘hidden’ steps
Capture relevant data
3S–8
LO3S-3
8
3. “Current State” Map
Process Flow Table: record of process activities, key attributes and sequence
3S–9
LO3S-3
9
3. “Current State” Map
Physical Layout Diagram: documents horizontal and vertical movements
3S–10
Figure 3S-2
LO3S-3
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4. Analyze and Improve
Activities can be:
Value Adding: moves a item closer to the form or location desired by customer
Necessary but not Value Adding: needed but doesn‘t directly add value
Waste Generating: consumes resources without adding value
Question Mark: not easily categorized, keep asking “why?” to get to root reason for these activities
3S–11
LO3S-4
11
4. Analyzing Processes at AHMP
3S–12
LO3S-4
12
4. Analyze and Improve
Dispositioning: what should be done with a specific activity
Keep: leave intact
Combine: merge an activity with others that are similar
Rethink: modify to improve value add
Eliminate: appropriate for waste activities
Repositioning: where to position an activity in the overall process
3S–13
LO3S-4
13
5. “Future State” Map
Prioritize identified process improvements:
Make change immediately
Postpone change pending resources
Determine if change is not desirable or feasible
3S–14
LO3S-5
14
“Future State” Map at AHMP
3S–15
LO3S-5
15
6. Implement and Monitor Improvements
3S–16
LO3S-5
Process Improvement demands…
…multiple iterations
…trial and error
…monitoring and support
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Other Process Mapping Tools
3S–17
Process flow diagramming
Value stream mapping
Service blueprinting
Swim lanes
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Process mapping and analysis is a multi-stage process
Processes can be characterized into six basic activities
Multiple tools, including graphs, help to document the ‘current state’ and ‘future state’ of processes
3S–18
Process Mapping and Analysis: A Summary
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