9 hours 53 minutes

Video Transcription

Hi, guys. Welcome to episode for what is the process? Refresher. I'm Katherine MacGyver, and today we're going to review a process. So you we out all have that common understanding. We're going to be reviewing the Cy Pock tool. So we went over this in yellow Belt, But as a green belt, this is going to be one of the core tools
in your tool set. So we want to go over that again,
and we're going to start talking about the idea of a value stream and what that means.
So this slide should not be surprising for you. These air the basic basic steps of a process. So remember, ah, process has three out elements to it. It has your inputs which can be raw materials, information, anything that goes into our process.
We have our process which of the tasks and activities required
to create those outputs. So all of our things go in, we do our magic and stuff comes out. That's a process. But because you've done yellow belt, this looks this should look a little bit more familiar to you.
So we started talking quite a bit about independent and dependent variables.
So What are the things that go into my process? Um, what are the activities and test that happened that create the things that come out?
We like this model a lot better because it gives us an idea of cause ality. If I change what goes into the process, I will then change what comes out. So my independent variable doesn't rely on anything in our process. And my dependent variable is entirely reliant on my inputs
and our process or the tasks and activities to get stuff done.
So we started. We started introducing the idea of independent and dependent variables where we started talking about f of X equals Y on. We talked about what are the things that we can change? This becomes very important in a hypothesis testing,
um, and design of experiment As we go through the course. These are things that you want to be able to one
recognize what is an independent versus what is a dependent, and then how do they relate to each other? So these are the basic steps of a process. Three chunks we have are in boats. We have our process, and we have our outputs or a dependent variables
now coming back to the Cy Pock tool. If you remember, Sai Pock stands for suppliers. Inputs process at a high level. We don't have to due process map level here outputs customers and requirements. So this is going to be one of your
your tools in your greenbelt repertoire. I recommend that everybody do this with their project team together in their defying phase. So when you bring a project together, toe work on a common problem. This is one of the first things that I think that your team needs to do.
And the reason why is we talk about common understanding so so frequently when you bring
groups of people together who don't work in the same department. There is a different understanding of the impact of the inter relationship between those stakeholders. So as you are facilitating completing your site Poch, you can do it a multitude of different ways. You can do it sticky notes. You can do it excel.
I'm sure that you guys were very creative with coming up with ways. Um,
like Google forms. I did one in a surveymonkey once, which was weird because you didn't have the brainstorming but it got to what my point was. But you want to start. So as you're facilitating this with your team, you want to start with your process.
So where do you start and where do you end? And you want these to be macro steps,
so you should have no more to 5 to 7 kind of big chunks in your process column, however you organize it. So for this one, we're going to say, Take the order, process the order, fulfill the order, shipped the order and submit to the billing department. We know that there are quite a few sub processes or steps that happen under
taking the order,
but we want to do here is establish our scope. Where does the work that this project team work on start and where does it end? This is going to be very important as we start talking about the other aspects.
So the way that I like to do mine is to next identify my customers. So at the end of this process, my middle column, my P, who are the people that rely on these things and we don't need to talk about outputs yet. Let's just talk about the customers. This specific process has
these people, as
customers on guy like to do it because it helps his work backwards and kind of decomposed. What early? All the things that go into it,
the next column or the next way that I fill these out is do my requirements. So I know who my customers are Now tell me, what are the things my customer has toe have for this process to be successful?
We used pizza a lot in yellow Belt because pizza is actually a really great example for using Lean and Six Sigma tools because you can add as much variation or non variation as you want. But so we talked about my requirements Are my pizza has to be hot. It has to have the right toppings
and this particular one. We're gonna talk about accurate order, no delays in shipping
and were able to send the bill immediately. So no rework. These are our customer requirements. So now we have our process, our customer and our requirements. The next thing is, we want to talk about outputs. What are the things that our customer actually gets from this process? So and this one. They get their orders
and they get their bill. So we have fulfilled orders and complete billing documents. So now we have
our process. What is the process we're looking at for process improvement project? We have our customers. So who are the people who are receiving this? We have our requirements. What are the things? They must have to be satisfied.
We have our outputs.
And now let's start talking about the inputs and the suppliers. So I like to do inputs next. So what are the things that we have toe have to get this process going? So let's kick this off and make this happen. Those are inputs and then suppliers are who we get those inputs from. So in this example, we get our orders from our customers
and we get our raw materials from our vendors.
And I you Frank, you frequently see these is very large list. So when I look at them, it looks like an infinity sign. If you do it in excel or whatnot, where you have your 5 to 7 steps in the middle and then you're much, much bigger list on either side, so kind of like a butterfly. But these are the things that I would expect to see this one.
That's a very, very simple mock up again. It's very important to go through these with your stakeholders in your project team members, because if they're representing different departments, this starts giving them an idea of how what they do impacts the customers and what we give to those customers. Those outputs.
So when we start talking about a value stream, our value streams air horizontal views of business functions. So we have our are many sigh pox here, and we have our start in our end and we all have customers. And we have suppliers which go which customers ultimately become suppliers of your next step in your process
because we have internal customers.
Basically, if you were to think about a value stream in your organization, you would do a sigh pock for every single department or process, and then you would stack them up side by side, so a value stream for a health care company or ah hospital would be You start with patient registration and you have
all of the processes that happen in there and then you go to your floor like you get admitted to the floor and you have all of the processes that happen in there,
and then you have discharge, which is its own separate entity. You have all of the processes in there, and then you have post discharge, which would be like
going to your physician and physical therapy. And then you have billing it. So you have each of these unique sets of processes, but they all ultimately create a linear view of your organization.
So when you hear organizations talk about siloed where we have, you know human re sources and finances, or siloed instead of following the process where the customer experience all the way through the different department, your department's view themselves this kind of entities of one like I do my thing and then I deposited
This is the reason why doing a sigh park with your team at the beginning
is so important is because it breaks down the silos and it helps create that common understanding.
So in today's video, we went through what is a process in layman and technical terms, so inputs process outputs, independent variables, process dependent variables to keep those in mind we reviewed our sigh pock tools. So we introduced this in Yellow Belt,
and then we introduced the idea of value streams, which is going to be what are the macro steps
for my company to run and our next vote module? We're going to review defining and calculating signal levels, so I will see you guys there.

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Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association