How to Process Mapping

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9 hours 53 minutes
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Welcome back, guys. I'm Katherine MacGyver and this is Julian six Sigma Green Belt. In today's lesson, we're gonna go over process. Map it.
So I included this with our root cause. Analysis tools because process mapping give us gives us a visual idea off. What's going on with our process. Where we can identify are eight ways and our value. Add non value add. So if we're looking at things like cycle, time or throughput time.
So how long does it take us
to complete the process, or how frequently are we performing the process? This will give us a good sense of maybe the root cause is one of the waste or the non value at hanging up the process. So we went through process mapping and yellow boat. Because process mapping is one of the single most important
and influential tools
you will do as you will use as a lean six sigma practitioner, you should This should be your get down and one of your go twos, and any time you do ah project, regardless of the size or scope or topic, you should have a process map associated with it
because it gives you the granularity that you're looking for, even if it's all information.
So with that being said in Yellow Belt, we talked quite a bit about the concept of process mapping through the conceptual background for it. We also talked about are eight ways and using our eight wastes as an analysis tool and our value had non value add.
It's specifically when we're talking about future state process mapping. So if any of this is not ringing a bell,
please go back and do a quick refresher on those modules because this specific module is focused on facilitation. So how are you as a lean six Sigma leader? Leading people through using these tools were also going to do a more in depth understanding of our process mapping tools.
So in yellow Belt, I gave you the
kind of the bare bones. Now we're going to give you some more tools to make your documentation more robust.
So first things first, you should recognize thes from yellow belt all process maps. Have a start and stop place. If you can't think of it, go back to your charter and check because your scope should be explicit enough to know exactly where your process starts and where your process ends
for the sake of your project.
If you start working on things before or after that, you're looking at scope creep. Uh, and if you don't recognize any of these words, you should go back to the module on scope. Um, that being said, your next one is gonna be your process. Step, this is your square, your rectangle.
This is an individual step in the process and you want to be as detailed as possible on this and I'll give you an example. Is too white
one of the projects I did with one of my health care clients we got as detailed as mouse clicks, inner EMR electronic medical record and where well, that seemed
a little facetious at the time. Where it became helpful is one of the solutions that we pursued was actually working with EMR Vendor to redo the work flows to use our time more efficiently. So we eliminated some non value at steps
by reconfiguring the work flows. So while it seems facetious at the time to be like I click here and I click here,
it ended up being a solution that we pursuit where we didn't see time savings and some efficiencies from that. So keep that in mind. Um e the little details all add up that goes back to
the whole point of our quick hits and are just do it is is you can have little improvements that still benefit the organization or you doing your job.
The next one up is those are diamonds. This is their decision point. This is any time that our operator has to make a decision. We want to see a diamond, and we wanna have at least two options from that diamond. If you don't have two options, it's not a decision,
but it could be something as simple as waiting to send an email.
Me is the operator. Do I send the email now? Yes, and I have my option or I have my tasks after that or no, and I will expect to see a rework loop where I have a box for a symbol for waiting and then it hooks back up to the process. At some point when I decide, Yes, I'm going to send my email.
So are decision points are really important as a facilitator
because this is where you're going to start capturing your rework loops or the things that you do. You look at multiple times ideal leave. Each one of your decisions leads to a terminal outcome, so something that ends the process if it loops back in
this is going to be an opportunity, because that's where you're going to see a waste
or a non value add step.
So those were our yellow belt symbols. Let's talk more about our green belt symbols. So we talked a little bit about how no task is unimportant and we want to capture it. That being said, we have our sub process steps.
So these are boxes with little rails on either side that's gonna indicate that there's a sub process underneath that task.
So, for example, if we're gonna use him, if we're gonna use my send an email example, I might say, send an email and the sub process below that is, start new email type new email. Push, send eso. If you're looking at that higher level, it's a good way to capture. There is a lot of stuff that happens underneath it,
but we don't want to forget that as we're working towards our process map.
Your next one is going to be kind of this wavy half square. That's a document. So this is really important because documents have a way of becoming over processing or extra processing.
So we want to call out when our process output is a document. So this could be something like contracts or invoices or this could be something like,
Hey, I like to put things in an Excel log. Just because I like to keep track of my work is I don't trust the guy after me. So think about that, Um as we're going towards a paperless society, we are seeing less true documents. So what you want to think about is this might be documentation. This might be logging.
Um, those become like I said, very wasteful as faras
over processing. Or you could even make the argument that their inventory So like, I see, see myself on all emails definitely over processing and creates inventory and our inbox so kind of think through that. That's why this is an important symbol. The next one is,
um, a parallelogram,
which it's
It's an awkward shaped rectangle. I don't really remember how to describe this, but this is a manual operation, So this is work that has to be pulled from your process and performed manually. You see this a lot with Q C and audits, especially in manufacturing lines, where we're gonna pull these out and do a sampling.
Another way that you can think of your manual operations
is if you have to physically move your product. So as we think through this from a transactional nature, this could be something like
a receipt. So we have a process where we're making a credit card transaction. We have to stop our process, get a signature on our receipt, which is manual work, not automated or systematized, and then go back into our process so manual operation
again becoming the less common but important to note because that one would be an opportunity for automation or potentially polka yoka. So if you remember
Dakota, which is user, um, user initiated automation, think about that when you see those types of things next one up manual input. So this is kind of the opposite. This is where our system doesn't feed, so we don't have
pull or flow in our system where we need to stop and manually enter information. You see this a lot in redundancies.
So where I ask a question interest. But my system doesn't pull so in. So another opportunity for automation or intimate
or automation or integration data. Another parallelogram,
This is going to be your step creates data as an output. This is really, really common in this day and age. It's important for us to know because it can change whether or not that data needs to be there. But also this is this changes the nature of the process
from, say, a transactional toe or a manufacturing to transactional
so important to new, the one that looks like a D. This is a planned or scheduled delay in the process, so we've see this in, like system maintenance. We know that all of these processes need to be run, but we don't do it until 10 p.m. At night so planned are scheduled. This is different than waiting as a waste,
though we do need to be really critical when we're looking at it,
because remember, business non value add can sometimes being on value add that we're just really bonded with so be critical looking at that one.
All right. So as you were facilitating process mapping, you need to have all of your stakeholders here. If someone touches the process, they need to have input and insight into the mapping. Allow plenty of space for conversation and debate.
This is where your opportunities and your variation are going. Toe arises. I do it this way. You do it that way,
make sure you catch capture your steps in sequential order. So when I do this vinous than this, which comes to our last thing, get really comfortable with the phrase and then what happens on guy? See that? Because
you'll want to use this to facilitate the conversation. I do this
and then what happens? So use that to keep moving your process stepping forward. Remember, as you can, people work through it, you may end up going backs, which is why the sequential order is important.
Um, documenting is the easy part, so you'll notice this is one of my process maps. The really tricky part is actually getting all of the information out of the people who do the work. Once you get all of that information documenting it into a way
that is readable for everybody. Using the symbols we went over,
that should be relatively straightforward.
So with that, no judgment. Remember, we talked about this quite a bit in yellow Belt. We're looking for our actual current state. What really happened not with the boss thinks should happen, not with the process or the procedure says should happen on and you want to be as detailed as possible. Remember, we talked about
shadow processes or rework loops.
Eso these air things that I do that aren't really there, but I need to do it because of X, Y and Z. From a facilitation standpoint,
it is best not to have managers and supervisors in the room. We talk a little bit about having new rank, but it's really hard to admit that I have all of these shadow processes or these rework loops when my boss is sitting there staring at me. And remember, this is really fun. Future State is a little bit more fun for me because I love creative,
but this is a really fun hands on tool, so make sure the have fun and keep the mood light.
So with that, we went through facilitating process mapping after we expanded our process mapping symbols so you should be able to write a very clear process map now to use for your analyze and your improve phases our next module. We're gonna go over hypothesis development because we've covered our root causes now.
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