9 hours 3 minutes
Hi guys. Welcome to getting started. What is a process on Katherine MacGyver and today's learning objectives are understanding what is a process and understanding process components. There is an additional course supplemental document that is sample Cy Pock.
We will be reviewing the sidewalk tool towards the end of the
lesson. So how that available if you would like to follow along?
All right, So when we talk about a process we have three major components. That is a process. We have our inputs. We have our Ross us, which is a Siri's of activities needed to transform the inputs and outputs. And then we have our outputs. This is what
or if you
do not need any steps to transform something into an output than it is already an output and it just goes and it fits in a different place in your process. Conversely, if you have no inputs, then you have to ask yourself, Is this really a process or is this simply
eh? Delivering method.
So keep that in mind. In order to be a process, you have to have those three discrete items, inputs,
process and outputs.
When we look at what our real life process example could be, if you remember that our inputs are raw materials, information, anything that we need to get to an output when we
use our pizza. Example are inputs are going to be our customer. Orders are ingredients are
boxes. As we go into the process, we're going to talk about, prep the pizza, bake the pizza, deliver the pizza, and then when we get to our output, it's going to be a happy, cheesy pizza and a happy customer.
So that's what a process looks like in a real life example where you have
raw materials, you then have your activities, which it's your process to complete your output, and then you have your output, which goes to your customer.
So one of the questions that I get asked all the time is what is the difference between a process and a procedure? So a process, by definition, is a Siri's of activities that transforms inputs into outputs. Conversely, ah, procedure is how we complete those activities. So when you
when we're thinking about
baking a pizza, the process step is bake the pizza. The procedure is turned the oven to 3 50 insert the pizza. Wait 15 minutes, remove the pizza and then you continue. So your procedure is very tactical
with very explicit. Do a baby than see steps, whereas your process says
bake the pizza when we gather requirements. This is something that's very important for you. The practitioner To keep in mind and be able to differentiate is ah, process is what we do. We bake the pizza. Ah, procedure is how we do it.
Both are important to process improvement so we can talk about
Do we change our process? So do we change what we do? Or do we change our prestige? Er's and how we do it? And they're both vital for streamlining, but they are different activities.
All right, guys,
if you chose to use the sigh pock the sample side pocket tool This is where we're going to be discussing it. If you didn't, you can follow along. So what we have in front of you is your first lean six Sigma tool.
The Sai Pock document is the document that's used during the define phase to help establish
common understanding and illustrate our current processes. That being said, it doesn't have to only be done in the defiant phase. I like to do the sigh pock Um, tool when I start working with departments as faras coaching them towards internal efficiency because it is extremely helpful and understanding,
what are your business drivers?
So when we're going through the Saipa, you can move either forward so left to right where you have suppliers inputs or you can move backwards. So from right to left, where you start with customers and outputs the reason when we move,
I prefer to move backwards, Which is why I have also added additional column requirements. So when we talk about requirements, these are the things that the process has to do. For this example, this is a basic logistics fulfillment example. Our requirements are going to be accurate. Order
no delay in fulfillment,
completed billing documents, these air pretty straightforward requirements. The reason why I prefer to move right toe left in this tool is because from our mind set, we individual contributors tend to think of the end user
and our outputs of our work
Maur intuitively than we think about our suppliers in our inputs. So to move right toe left when we go through what our customers are. These can be either internal or external customers. But these air people who receive our work, they receive the outputs that we create. So you always, of course, have
whomever is the person needing this information your
in user customer.
In this particular example, we also have the billing department. We also have logistics and transportation or the shipping department. The outputs from this process are fulfilled orders and completed billing documents. So if you remember, we're gonna pause. Our requirements are
accurate order and fully completed billing documents.
So as we go through our process, we're going to want to make sure that we include steps that ensure that we need those requirements. Our process generally in the side pocket tool these air going to be macro steps
we don't necessarily see to get to granularity because this isn't where we're going to be in for proving the process were more documenting that a process exists. And what is the scope
of that process? So for this one, take the order, process the order, fulfill the order, etcetera meets our needs as you are filling out your own Asai pock documents the general rule of thumb is no more than 5 to 7 steps
in the process or the p column of this document.
So when we start thinking about inputs, we start thinking about what are the things that we need in order to do the process to get to the outputs. So in this example, I just listed orders and raw materials. But if you think about it in your own workplace, it could be something like information.
It would be raw materials. It could be time.
This is one of those things that comes up is an input as an available but basically all of the pieces that you needed to assemble that output that you're going to give to your customer and then suppliers are the people or the groups of people that you receive those inputs from so customers will give you orders.
Vendors will give you raw materials, et cetera.
It is not unheard of toe have both have the same groups of people be both your suppliers and your customers. So there there isn't necessarily a full linearity to this, where you do have some of those cyclical cycles where, for example,
one of my customers is my boss
they tell me to create material I created and my end user customer goes back to my boss. So both a supplier and a customer in that specific scenario.
All right, guys. So as we're wrapping up, what is a process? So think about processes as inputs. Steps to change those inputs and outputs or inputs process out puts on a challenge. Task for you is to practice your own processes
using your sample. Saipa document
specifically what you're going to want to call out. Here are your suppliers in your inputs and your outputs in your customers. That's something that will need some teasing out of and then also remember to take note that the Sigh Pocket tool
is a tool that is used during the defined phase of the dome. Make project so it will show up again for us
later on in the course
Certified Lean Six Sigma Green Belt
Certified Lean Six Sigma Green Belt practice exam prepares for the IASSC Lean Six Sigma ...
Lean Six Sigma Green Belt
This Six Sigma Green Belt course teaches students how and where to apply the Six ...
10 CEU/CPE Hours Available
Certificate of Completion Offered