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My Snippets on Kaizen n Lean n Value Stream Mapping n Business Process Mapping

Masaaki Imai

Masaaki Imai – Management Guru, Kaizen Pioneer, Founder of Kaizen Institute

Masaaki Imai is the Founder of Kaizen Institute which was established in Switzerland in 1985 to help companiesimplement the practice of kaizen and the various sstems and tools known toda as !ean Mana"ement# $oda KaizenInstitute %onsultin" &roup 'KI%&( is the leadin" "lobal operational e)cellence consultanc with over *++ professionalslocated in offices across ,+ countries servin" clients in -5 lan"ua"es#

.ver the last three decades Mr# Imai has authored books and articles/ held lectures on kaizen/ 0ualit/ leadership/ !eaand other related mana"ement subects/ has consulted with "lobal companies/ introduced kaizen as a commonsensecontinuous improvement approach on ever inhabited continent#Mr# Imai2s contribution has been one of inte"ratin" various kaizen mana"ement practices/ such as 3ust4in4time/ $M/and $6M/ into the cultural environments of client companies# 7e was also the first to or"anize stud missions to 3apanto stud kaizen and !ean methods/ a service that Kaizen Institute continues toda/ havin" led more than -++ "roupsand */+++ people#

Mr# Imai speaks not onl to leadership issues but also to frontline issues at the "emba or the real place where value isadded# 7e understands the steps re0uired to make a compan world4class and movin" it from a result4oriented toprocess4oriented compan#:ooks ;uthored : Masaaki Imai

• 19<5 =ever $ake >es for an ;nswer? ;n Inside !ook at 3apanese :usiness

• 198@ Kaizen? $he Ke to 3apan2s %ompetitive Success

• 199< &emba Kaizen? ; %ommonsense/ !ow4cost ;pproach to Mana"ement

• -+1+ Kaizen? $he Ke to 3apan2s %ompetitive Success/ '3apanese( -nd Adition

• -+1- &emba Kaizen? ; %ommonsense/ ;pproach to a %ontinuous Improvement Strate"/ -nd Adition

International Awards and Recognitions

1998 ;sia46acific 7uman Besource Cevelopment ;ward1999 Shin"o Besearch and 6rofessional 6ublication 6rize for &emba Kaizen

-+1+ First 7onorar Fellow of ualit %ontrol of India 'First Fellow ever(

Masaaki Imai has been featured kenote speaker at International conferences and universities in more than *+countries/ advocatin" his philosophies and Kaizen Institute2s principles and methodolo"ies#Mr# Imai was born in $oko in 19,+# ;fter receivin" his :; from the Dniversit of $oko in 1955/ he staed on at hisalma mater to do "raduate work in international relations#

 

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Request Masaaki Imai for as Featured Speaker

Masaaki Imai is responsible for brin"in" kaizen to the consciousness of the Eest# 7e was the first to write and speakabout the remarkable leadership principles known as the $oota 6roduction Sstem/ what we call lean thinkin" toda#

Be0uest a Masaaki Imai appearance b chosin" the re0uired services?

Speech 4Massaki Imai will share his man ears of e)perience with kaizen throu"h an open speech

Gemba Walk  4 Follow Masaaki Imai throu"h a &emba Eal on a worl wide renowned kaizen practitioner 

Q&A 4 ;n interactive speech where Masaaki Imai replies to the participants 0uestions

Key ote 4 Masaaki Imai wil make an openin" speech to introduce and provide content for the followin" discutions

!uch"#ier 4 Masaaki Imai will oin the participants "roup for a more personal lunch or dinner 

Value Stream Maing !"lained 

b 6eter 6eterka

Ima"ine a river# $hen visualize all that the river carries with it# ;part from the water and fish/ there are other elementswhich form the river# 6rocesses are ver much like a river# $he flow in a natural direction and carr information withthem from one point to another# $he process of alue Stream Mappin" is a b product of  the !ean Manufacturin"process pioneered b $oota and the core fundamental is to identif the areas of waste which can be avoided within amanufacturin" or office process# ;part from identification/ alue Steam Mappin" also helps streamline the process forhi"her productivit# Cevelopin" the alue Stream Mappin" for an or"anization is a ver scientific process# If ou plan

implement the !ean Manufacturin" 0ualit sstem in our or"anization/ ou will need to emplo consultants whospecialize in alue Steam Mappin"#

Method to Map the alue Stream?

$he first steps in this process are to map the current flow of the various flows of production and suppl# ; detailedanalsis will "ive ou a flow chart for various departments on how communication/ information/ or "oods flow from oneend to the other# $his re0uires inputs from various business heads as well as floor mana"ers# .nce this is done/ adocumentar chart of the or"anizationGs flow is read to be analzed# It is re0uired that the information also maps the0uantities of items in this flow chart as that is the ke to identif where wastes or inconsistencies are happenin"# ;partfrom 0uantities/ the dia"ram also re0uires time inputs#

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$he dia"ram put to"ether to map the current state of alue Stream Mappin" has some specific icons which hi"hli"ht thvarious processes# ; thumb rule is that the more complicated lookin" the dia"ram/ the hi"her level of simplicit isdesired b the or"anization#

 ;fter the present status has been mapped the ne)t step is 0uite lo"ical# !ean Manufacturin" %onsultants that revieweach step with the mana"ement and identif areas of waste and how these can be smoothened out and optimized for"reater productivit# $his evaluation and implementation of revised procedures is known as Future State alue StreamMappin"# ; number of methods can be used to optimize processes here# ; "ood match has to be found between themethod and industr#

%ellular Manufacturin" is one of the methods which can be applied durin" the development of a future alue StreamMappin" process# $hou"h the concept is simple/ the implementation has to be done with ade0uate plannin" and withthe correct definition of a cell#

$akt $ime is a measurement which is re0uired to evaluate the lead time in the manufacturin" process and is usefulwhen implementin" !ean Manufacturin" processes# $akt time is even more critical in time bound deliveries of servicesor products#

Kanban is a method of measurin" movement of "oods within a sstem and is probabl most used in the case of a retaoutlet# .ne of the most popular terms in 0ualit control and business process mana"ement circles is Kaizen whichsi"nifies constant improvements which can be done to a process in order to make it work more efficientl# $hou"h

Kaizen is a process/ it can be so in"rained in an or"anization that it can become a wa of life within the or"anization#$he above terminolo"ies are all related to the !ean Manufacturin" process thou"h the ma be used loosel to describvarious tpes of business thinkin" in or"anizations and offices#

alue 6rocess Mappin" has been found most effective is lar"e assembl line manufacturin" processes and one of othmost commendable products are cars# $oota has adapted kaizen to a lar"e e)tent and can boast about their carsbein" ver hi"h on the technolo" scale while keepin" a check on the costs of manufacturin"# .ther leadin" carmanufacturers such as Ford are also on the same pa"e when it comes to 0ualit control and process improvement#

7owever/ alue Stream Mappin" cannot be the onl item in consideration when it comes to implementin" !eanManufacturin"# SM is more of a technical tool/ where !ean Manufacturin" is almost like a culture within anor"anization# SM terminolo"ies are also more concentrated towards the automobiles industr and non4auto industries

ma "et a bit confused when implementin" SM word b word# Some consultants feel that thou"h SM is a re0uiredprocedure/ it mi"ht sometimes be over4hped b people and the benefits ma be e)a""erated to a lar"e e)tent#

SM also re0uires detailed trainin" within the or"anization to make it effective# In case ou are plannin" to implement!ean Manufacturin" in our or"anization/ alue Stream Mappin" will continue to form an important part of the entireprocess#

6eter 6eterka is 6resident of !ean Si) Si"ma us# For additional information on Si) Si"ma &reen :elt or other Si) Si"m:lack :elt pro"rams contact 6eter 6eterka#

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Value Stream Maing on Visio #$$% 

alue Stream Mappin" can be a time consumin" process so havin" the appropriate software tools available can be a"reat help#

Man turn to Microsoft isio when it comes to process mappin"/ but until recentl support for alue stream mappin" hbeen patch H with either ,rd part addons re0uired or templates that could be downloaded from the internet#

In isio -++< however this has all chan"ed and isio full embraces alue Stream Mappin"#

$o start a value stream map it couldn2t be simpler H1 %lick File J =ew- Select :usiness, %hoose from one of the followin" options? alue Stream Map H Metric alue Stream Map H DS units

 ;s shown below

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isio then loads a blank dia"ram and the appropriate template# ;ll the usual suspects are present and there is iconsupport for elements such as %ustomer/ timeline/ Inventor amon"st others#

Ehile similar functionalit is available for previous visio users it2s nice to see that Microsoft have added support in thecurrent release for this important process mappin" tool#

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Ste &' Ste guide to Value Stream Maing 

Introduction to Value Stream Mapping

alue stream mappin" is a tool commonl used in lean continuous improvement pro"rammes to help understand andimprove the material and information flow within or"anisations# alue Stream Mappin" borne out of lean ideolo"

captures and presents the whole process from end to end in a method that is eas to understand b those workin" theprocess 4 it captures the current issues and presents a realistic picture#

$hrou"h a simple to understand "raphical format/ future state 'a dia"ram showin" an improved and altered process(can be formulated and defined# $he method encoura"es a team approach and throu"h the capture of performancemeasurement data provides a mechanism to constructivel criti0ue activit# 6articipants in the activit are encoura"edto su""est improvements and contribute towards and implement an action plan#

 ;s with an lean mana"ement toolset the principle aim of alue Stream Mappin" is to improve processes# $his isachieved b hi"hli"htin" areas of waste within a process and therefore enable businesses to eliminate these activities#alue Stream Mappin" also has the benefit of cate"orisin" process activit into three main areas 4 value add/ =on valuadd 'but necessar( and waste#

Ehile alue stream mappin" isn2t overtl complicated it does benefit from some preplannin" H it is important that fore)ample a house stle is developed usin" common "raphics for use in the dia"rams so that everone participatin" doeso in a common lan"ua"e # >ou need to ensure ou consider includin" the followin"?

Material Flow Inventor :uffer stock Suppliers/ %ustomers Material $ransport I$ Sstem Information Flow

$o help illustrate the alue Stream Map we2ve developed a scenario that describes the process

ScenarioJohn Smith works for ABC Company in charge of production. ABC company makes widgets and supply these throughseveral retail outlets. Recently problems have emerged where there is a shortage in supply to the retail outlets (in factseveral have had stock out situations. !n addition to this " John has had an email from his #inance $irector %ueryingthe high levels and value of inventory that the organisation currently has. #inally when he checks his morning post hesees a letter of complaint to the company from a customer stating that as a fre%uent consumer of the products& he'sdissatisfied at the %uality of the product and that he often returns faulty widgets to the retail outlets. John's unsure howto answer to these %uestions but he intends to get to the bottom of it and if possible improve the situation. 

Step 1 - Select your sponsor and set expectations

 ;s with an proect/ it is important that a sponsor or champion is appointed H this needs to be someone who can makedecisions/ arbitrate solutions/ and plan the proect# $he sponsor will usuall select the processes that will be mappedand will usuall have a firm "rasp of what achievement is bein" tar"eted#

Scenario Part (John Smith appoints himself sponsor " as production manager he has the power to arbitrate decisions and is able to

 provide impetus into the program to ensure that it's completed and has the right buy in from the workforce. e has thremain targets that he hopes to achieve through his )alue Stream *apping e"ercise " +nderstand the optimum stocklevels for production& ensure that output meets demand& improve the %uality of the product to the customer.  

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Step 2 - Select your team

$he make up of  the SM team is crucial and it is imperative that ou adopt a team approach# >ou should ensure thateach area or stakeholder of the process is represented e#"# Sales/ 6urchasin"/ Earehouse etc

Scenario art # John has a team of ten staff drawn from various disciplines& he's included members of his production team& staff from,rocurement& #inance& Stores and !- " prior to commencing the program John held a kick off meeting to eplain thecurrent issues " the )alue Stream *apping strategy and his ob/ectives.

John establishes the )S* activity as a ,ro/ect (he brands it ,ro/ect 0mega " and organises a pro/ect room that is tobe used by the team for brainstorming and displaying the end results.

Step 3 -Select process to be mapped

alue Stream Mappin" is suitable for most businesses and can be used in Manufacturin"/ !o"istics/ Suppl %hain andsome Service orientated .r"anisations#

Scenario Step 1 )o*n targets t*e organisations roduction rocess to &e Value Stream maed 

Ste &' Ste guide to Value Stream Maing Part two

Value Stream Mapping guide: Part 1

Step 4 - Collect data and produce current state map

.ne of the ke foundations of SM is that it utilises and analses business data 4 this includes process times/ inventoror materials information/ customer 'or demand( re0uirements# Co not underestimate the time re0uired to capture reliabdata H remember that future state maps will be developed usin" information captured here so it2s imperative ou have

correct understandin" of the business#

Ehen mappin" our current state/ use icons"raphics to represent each step H the material flow/ the information flow/the supplier and customer#

 ;s part of the map calculate the total time taken includin" both waitin" and processin" time#

Scenario Ste +-he )S* team map the current process " they approach the task by taping together large pieces of paper which isused to transcribe the map on. -hey work through the production process from the initial work re%uest to the final  outpanalysing carefully the steps at each stage. At each stage they2

3 *easure how long the particular process takes3 -hey capture the current materials or inventory3 Capture the resources (e.g. Staff at each stage3 ,roblems that commonly occur3 Current 4ey ,erformance *easures+sing a set of icons they then transcribed the process

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lick *ere for larger image 

Step - Criti!ue Current state

&o mad 4 work with the rule that no idea is a bad idea 4 use post4it notes or labels to place ideas and possible solutionsover our current state map 4 encoura"e everone to pla a part 4 analse the data and encoura"e our team to makesu""estions as to how the process could be improved 4 challen"e the current thinkin"# %omments will usuall take theform of su""ested improvements/ risks or fi)ed elements which cannot 'e#"# for le"al reasons( be altered# ;bove all/look for areas of waste#

Scenario Ste - -he current state map is then placed on the wall of the pro/ect room " John encourages his team over a couple of dayto review the map and criti%ue it.

-he team make their contributions and the map is soon populated with many post it notes. -hey find that23 -he machine shop waste valuable time collating parts into kits that can be machined when parts could be collated int4its by the stores dept.3 -hey find that only one member of staff undertakes %uality tests on completed items " there is a large backlog of itemat this point and the staff member is under great pressure to speed up " he admits that due to pressure he often makemistakes.3 -he retail outlets do not attempt to forecast demand they merely pass data on daily sales " this is then used by,rocurement to order raw materials for the production line " the %uantity of raw materials is often out of proportion todemand3 -here are not enough supplier deliveries so ,urchasing over order to compensate.3 -here are significant wait times between process steps

John then organises a review meeting for the team to talk through and analyse their findings

$he bi" thin" is before movin" on to the Future state 4 ou and our team must know the process inside out 'thatGs whour alue Stream Mappin"L( H check/ check and recheck the process

Step " - Map #uture State

$akin" both the current state map and the criti0ues that ou have obtained from the previous sta"es 4 compile a futurestate map 4 this should incorporate? ;li"nin" .utput and demand at each sta"e ;de0uate review of process criticisms from Step , has taken place Ceploment of Ke 6erformance Indicators

Ehen desi"nin" the future state pa close attention to ensure that the process considers the customer re0uirements#$he Future state map should aim for a stead state production 4 ensurin" that there is no surplus materials andma)imum productivit# Ansure that the map takes the followin" into account/ %ustomer/ Supplier/ Material Flow/Information Flow

>our Future state map will normall fall into either a 6ush situation where "oods are produced irrespective of demand a pull situation where "oods are produced specificall to demand patterns#

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Ke 6erformance Indicators are an important part of the Future State/ and if the are not alread in place ou shouldconsider what measures are applicable#

Bemember that mappin" the future state does not chan"e the e)istin" process H it is merel a method of "raphicallrepresentin" chan"es that could be made#

Scenario Ste . 

John's team maps the future state lick for larger image John sees that the #uture State map offers a number of improvements including23 Consignment stock provided by suppliers negates the need to raise multiple urc*ase orders and own high coststock

3 Combine the Assemble and -est phase " re5train the staff so that more can test3 Retail stores to provide forecast sales " this data is shared with suppliers to ensure correct stock is held3 *ore deliveries to retail outlets established-hey utilise a logging system to capture and review the criti%ues made in step 1. As part of the process they suggest4ey ,erformance !ndicators covering Stock /urn& Production cost & -otal ,roduction time& *anpower ,roductivity.

Step $ - Create %ction Plan and deploy

$akin" the Future State map consider an action plan that could be implemented to chan"e the current process to thefuture state# $his could be done in a number of was e#"# it could be sta"ed in that elements are introduced se0uential'this works well if there is a series of eas to introduce chan"es that can levera"e immediate benefits# ;nother methodis a :i" :an" approach H for e)ample H the production plant in our scenario could close down on the Frida and all t

chan"es re0uired to implement the future state are implemented over the weekend and the production team start up thnew process in it2s entiret on the Monda mornin"# $here are various options and ou should consider our business "et the best method#

Scenario ste %  John creates a delineated pro/ect plan choosing to tackle the change se%uentially " choosing participants from the )Steam he distributes actions and targets against a timeline.

Step & - Measure bene'its

 ;fter the future state has been deploed after a period of time a review should be undertaken where ou check toensure that the benefits e)pected have been obtained H review each chan"e made and analse benefits H Dtilise the

K6I2s deploed at Step * to provide insi"ht

Scenario Step 6  Four mont*s after t*e Future state rocess was delo'ed )o*n *olds a re0iew meeting w*ere t*e' anal'st*e KPI1s t*at were ut in lace2 )o*n esta&lis*es a team w*ic* will meet eriodicall' to re0iew t*e

 erformance and reort on issues and risks to t*e management team2

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More $alue% $alue Stream or #etailed rocess Mappi'(

)* #e!aye Stroud February 26, 2010+  

Imagine a company starting a journey of change without factoring in where it is starting (baseline), and where itwants to go (maing changes)! "o successful company or #i$ #igma practitioner would begin such a journey

without that information and a map!

%hen a no&ice 'lac 'elt began his #i$ #igma journey, he ased his first aster 'lac 'elt mentor which proces

mapping tool pro&ided more &alue detailed process or &alue stream* +e was surprised at the mentors answer, -depends!. "ow, ha&ing used both mapping tools, he understands why! /roject goals, resource a&ailability and

deadlines are some contributing factors in deciding which tool fits best! /roject e$perience also helps determine

which one to le&erage!

For those who are just starting their #i$ #igma journey and are wondering which process map to use, it is importanto first understand the differences between the two!

In general terms, &alue stream mapping identifies waste within and between processes, while detailed process

mapping identifies both the big Y  (from the &oice of the customer) and the  ys (process outputs), and identifies andclassifies xs (process inputs)!

alue stream mapping taes a highle&el loo at a companys flow of goods or ser&ices from customer to custome

It usually contains se&en to ten steps! /ractitioners can drill down to find the true bottlenec in a companys

 processes! 3ey metrics captured are cycle times, defect rates, wait times, headcount, in&entory le&els, changeo&ertimes, etc!

In comparison, detailed process mapping pro&ides a more detailed loo with a much deeper di&e into a process!

4ne captures the inputs and outputs of e&ery step in a process and classifies each as critical, noise, standard

operating procedure or controllable! 5he ey to using this tool is controlling inputs and monitoring outputs!

etailed process mapping also helps document decision points within a process!

What Are $alue Streams(

%hile most people are familiar with the concepts of detailed and highle&el process maps, many need clarificationon &alue stream maps! alue stream mapping helps companies a&oid randomly maing impro&ements by allowing

them to identify and prioriti7e areas of impro&ement up front as well as to set measurable goals for impro&ement

acti&ities! 5his is accomplished through three stages8

• 9reate a current state map showing how the company ser&es its customers today!

• 9reate a futurestate map showing the reduction of waste and the effects of the changes!

• e&elop and implement a plan to reach the future state!

:ccording to the i#i$#igma dictionary, -: &alue stream is all the steps (both &alueadded and non&alueadded) in

a process that the customer is willing to pay for in order to bring a product or ser&ice through the main flowsessential to producing that product or ser&ice!. 4ne of the ey elements of &alue stream mapping is that it can

 pro&ide a baseline of defined processes!

5he critical phrase in this definition is, -the customer is willing to pay for!. If a companys customer waled

through its process, how would that customer react* ;&ery process the customers sees in&ol&es wor that adds&alue in their eyes! <nfortunately, e&ery process the customers sees also in&ol&es wor for which they are not

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willing to pay waste! %hile no one can eliminate all waste, using &alue stream mapping to identify waste helps

determine a plan for eliminating it!

+owe&er, before a company can identify its &alue stream, it needs to determine8

• 5he &alue in the process that the customer is willing to pay for!

• 5he steps re=uired to deli&er the product or ser&ice to the customer!

• %hat is significant in each!

5here are steps that create &alue and those that do not! #ome non&alueadded steps, perhaps because of regulation

 policies and current technologies, cannot be eliminated, or at least cannot be eliminated immediately! +owe&er, a#i$ #igma project team will most liely find many non&alueadded steps, or -lowhanging fruit,. that can be

eliminated immediately, benefiting a companys bottom line!

,hree Steps i -derstadi' the $alue Stream

'efore a currentstate &alue stream map can be created, a project team must identify and understand the &alue

stream! Following is a threestep method for identifying &alue streams8

.* /reate a list of products ad 'roup them i families* #ome companies offer &aried products and ser&ices! Foe$ample, an in&estment company offers different in&estment opportunities, such as mutual funds, >013s, stocs,

etc! : finance company offers different types of loans, including first mortgages, home e=uity, car loans and smal

 business loans! It is relati&ely easy to group products into families by constructing a simple table, lie the one below! 5he goal is not only to identify all product families, but also to identify what process steps each product

utili7es! 5his will be a li&ing, breathing table, so a project team should be prepared to mae further re&isions as it

di&es deeper into its analyses!

,able% ?rouping /roducts or #er&ices Into Families

roduct"Ser0icerocess Step . rocess Step + rocess Step 1 rocess Steps 23 43 56

: $ $ 

'$ $

9$ $ $

 

, ;, F@

+* #etermie 7hich product or ser0ice is cosidered primary* %hile a productAser&ice may utili7e different processes, a company needs to concentrate on one process at a time, focusing on processes critical to company

goals! In many instances, a companys impro&ement plans may be filled with process impro&ement projects with n

clear lin to its o&erall goals or &ision! %ith limited resources a&ailable, efforts need to be concentrated only onthose projects that really need to be done! #electing which product family to analy7e will depend on the indi&idual

 business situation! ;$amples of productsAser&ices to analy7e include those that8

• #tem from company goalsA&ision!

• <tili7e the most process steps!

• :re nown to ha&e high defect rates!

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• Bepresent the &oice of the customer and offer the highest customer rate of return!

• :re high &olume in dollars andAor units!

1* #ocumet the steps of the process 8 iitial 7alk9throu'h*  <se a #I/49 diagram (suppliers, inputs, process,output, customers) to document the process steps! 'egin with the customers and wor bacward! : project team

will gain more insight by woring in re&erse order! uring the walthrough, thin about the customer! +ow does

the customer recei&e the product or ser&ice* %hat triggers the product or ser&ice to be deli&ered to the customer*%hat are the inputs* From where are these inputs supplied* 4nce the walthrough is completed, there should be

enough initial data to understand the &alue stream, and begin creating a currentstate &alue stream map with a mordetailed depiction of the &alue stream!

:Which rocess Map Should I -se(;

%hy not tae ad&antage of both models by using detailed process mapping and adding &alue stream mapping data

into it! %hile each type of map is used to identify different &ariables, there is more &alue in combining componentof &alue stream with detailed process mapping! etailed process mapping has all the process components the &alu

stream map does, and it can be broen down in much greater detail! ue to the time in&ol&ed in constructing

detailed process maps, one could include detailed process mapping after &alue stream mapping has located the

 bottlenec!

alue stream mapping re=uires both current and futurestate process maps! +owe&er, futurestate maps are often

less welldefined in ser&ices or administrati&e organi7ations! 5hese organi7ations typically re=uire a strategic

 perspecti&e, lie what the new ser&ice deli&ery model loos lie! alue stream mapping typically focuses on asingle product family, but choosing only one product family may not be appropriate in a ser&ice organi7ation

especially if the customer can choose between different channels! For e$ample, in baning, the customer may

choose channels such as online, email or telephone baning! Focusing on a single product family may not pro&ide

the insight needed to identify all a&ailable impro&ement opportunities! In such cases, the &alue stream mappingmethodology can be combined with other tools such as a bottlenec analysis!

'ottom line, &alue stream mapping is a powerful tool that helps identify the &ital few Cean and #i$ #igma projects

that will yield the most &alue to the process tagged for impro&ement! :nd its approach of current and futurestatemaps allows #i$ #igma practitioners to now where they are starting from, where they are going and how they wilget there! %hen a company reaches tomorrow, it will be much more rewarding if it nows the route it followed!

If <ou !o0ed ,his Article3 <ou Mi'ht Also !o0e

1! ractical Guide to /reati' =etter !ooki' rocess Maps

2! =uildi' $aluable rocess Maps ,akes Skill ad ,ime

D! Re0ie7 All /ompoets for Well9rouded rocess Aalysis

>! roduct Guide% rocess Mappi' Soft7are

E! A0oid ,he Four Most /ommo Mistakes of Sales rocess Mappi'

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=ook /orer,he Four Steps of =usiess rocess Mappi'

;pril -++- 'Smart6ros( In order to effectivel analze business processes/ reviewerneed a tool that takes into account the obectives of the business/ the actual work bein"

accomplished/ and/ most importantl/ the impact of processes on customers# :usinessprocess mappin" is ust that tool# In a four4step process/ analsis can be performed thataccomplishes this holistic approach# ;t the same time/ business process mappin" also

helps "ain emploeesG bu4in and can result in an increased sense of pride foremploees# 

The first step is process identification. Many companies think they know their processes -- manufacturingsales accounting !uil"ing ser#ices. But it is $ust this silo mentality that causes processes to lose their

customer-centric approach. %nstea" of "efining processes !ase" on the company&s un"erstan"ing they must!e "efine" !y the customer&s un"erstan"ing. 'alking through customer e(periences helps the re#iewer

i"entify those trigger points that can make or !reak success. These then form the !asis for processi"entification.

)nce the processes are i"entifie" the secon" step !egins -- information gathering. There is a large #olume oinformation that shoul" !e o!taine" !efore trying to learn the intricacies of a process. Primary among these

i"entifying who the true process owners are -- the ones who can effect change. Their !uy-in an" agreementthroughout the analysis is paramount. Additional information that shoul" !e o!taine" inclu"es the o!$ecti#es

of the process risks to the process key controls o#er those risks an" measures of success for the process.

%n or"er to effecti#ely recor" an" maintain this information some important worksheets ha#e !een

"e#elope". Two of the most important are the Process Profile 'ork Sheet an" 'ork *low Sur#eys. TheProcess Profile Work Sheet  inclu"es such information as the process owner the trigger e#ents +!eginning an

en"ing, inputs outputs an" as mentione" a!o#e the o!$ecti#es risks key controls an" measures ofsuccess. Work Flow Surveys are complete" !y in"i#i"uals actually working on the process an" reuest from

them a list of tasks -- inclu"ing inputs an" outputs -- which they perform in support of the process.

)nly after all this is "one is actual Process Mapping complete". This in#ol#es sitting with each employee an

ha#ing him or her "escri!e what it is they "o. This information is recor"e" using a sticky-note metho". /achstep in the process is recor"e" on a sticky-note an" !uilt in front of the in"i#i"ual completing the work. This

()e #our Ma*or Steps o' Process Mapping

1! Process identi'ication -- attainin" a full

understandin" of all the steps of a process#

2! In'ormation gat)ering 44 identifin" obectives/ risks/

and ke controls in a process#

D! Inter+ie,ing and mapping -- understandin" the poin

of view of individuals in the process and desi"nin"actual maps

>! %nalysis -- utilizin" tools and approaches to make th

process run more effectivel and efficientl#

#ource8 =usiess rocess Mappi', ohn %iley G #o

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allows them to interacti#ely ensure the final map matches their un"erstan"ing of their work. The final proces

maps are "e#elope" using flowcharting software. Time flows "own the page an" each in"i#i"ual in#ol#e" isrepresente" !y a separate column. %n this manner a simple map can result from a complicate" process.

'hile Analysis is consi"ere" the fourth step analysis must really occur throughout the re#iew. 'hile "efining

the processes the re#iewer may "etermine that o!$ecti#es are not in line with the processes in place. %ngathering information it may !ecome apparent that measures of success "o not correspon" to "epartment

o!$ecti#es. These are $ust some of the e(amples of ongoing analysis. 

0owe#er there are some specific e(amples of analysis that can !e complete" once maps are "one. Theseinclu"e i"entifying unnecessary appro#als isolating rework remo#ing "uplicate forms eliminating useless

hol"files an" in#estigating "ecision reuirements that lea" to no "iscerna!le result. %n an" of themsel#es nosingle inci"ent is necessarily wrong. But each must !e analyze" in the conte(t of the map to ensure it

supports the o!$ecti#es.

There are numerous pitfalls an" traps that can occur in the mapping pro$ect !ut practice will help any

practitioner !ecome more effecti#e. 'hen "one correctly Business Process Mapping shoul" lea" e#eryone toa !etter un"erstan"ing of what the company is trying to achie#e a realigne" sense of purpose an" a num!e

of suggestions that can streamline operations while increasing customer satisfaction.

1. M%K/ 123K2 3%2 3P2 is an 2u"iting Manager at *armers %nsurance in Phoeni( 2rizona. 0e is a mem!er

of the 3ommunications 2"#isory 3ommittee for the %nstitute of %nternal 2u"itors an" is co-author ofBusiness Process Mapping: Improving Customer Satisfaction.

4 5665 SmartPros. 2ll rights reser#e". 

% simple and de'initi+e guide to ProcessMapping suitable 'or indi+iduals at any

management le+el 

.usiness Process Mapping:Impro+ing CustomerSatis'action b 3# Mike 3acka/%I;/ %6;/ and 6aulette 3#Keller/ %6;/ M:; 

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http%""777*isi>si'ma*com"tools9templates"process9mappi'"practical9'uide9creati'9better9looki'9process9

maps"

Si> Si'ma ,ools & ,emplates  rocess Mappi'  /ractical ?uide to 9reating 'etter Cooing /rocess aps

ractical Guide to /reati' =etter !ooki' rocess Maps

?ussai ,hamee@dee Abubakker February 26, 20105  

/rocess mapping is one of the basic =uality or process impro&ement tools used in Cean #i$ #igma! It has ac=uired

more importance in recent times, gi&en the comple$ities of processes and the need to capture and &isuali7e

nowledge that resides with the people who perform the tas! 4ften process mapping is looed at as an e$ercise indrawing some bo$es and arrows and then filling up the bo$es with a few words! 5his commonly results in process

maps that run into many pages, maing it &ery difficult to read and understand and that tae too much time to

modify! #ome basic rules can be applied to creating process maps that mae them easier to understand and use!

#ince the aim here is how to mae a process map loo better (not how to create one), the e$planation of thestandard notations to be used for creating a process map and the different ways in which a process map can be use

are not discussed in detail! +owe&er, a few standard notations are indicated for conte$t! :lso, the assumption is th

/ower/oint is being used for process mapping! +owe&er, most of the tips discussed could easily be translated toother software such as isio! 5he reader needs only to understand the spirit of these recommendations!

=asic Symbols to =e -sed

ost of the standards use the symbols in Figure 1 to create a process map! 5he start and end symbols indicate thestart and end points in the map! Bectangular bo$es are used to indicate process steps and diamonds are used for

decisions! ecisions usually ha&e two branches one for yes and another for no, indicated by H and " respecti&el

9ircles with a letter or letters are used as page connectors, i!e!, if a process spills o&er onto another page, then a page connector is connected to the last process step in the first page and the first process step in the ne$t page with

the same letter! atabase and physical document are indicated as shown!

Figure 18 #ymbols to 'e <sed

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Selecti' =etter /oecti' Arro7s

5he first step in drawing a process map is to select a connecting arrow to connect the bo$es (process steps) anddiamonds (decision bo$es)! For connecting bo$es, use elbow arrow connectors (Figure 2)! 5hese can be found in

the :uto#hapes tab at the drawing tool bar at the bottom of the /ower/oint application! If the drawing toolbar is n

&isible, it can be made &isible by selecting iew 5oolbars rawing! :n inefficient way to connect the bo$es

and one of the most common mistaes is to use simple arrows a&ailable in the same drawing tool bar! 5head&antage of using an elbow arrow connector o&er a simple arrow is that the simple arrows do not redraw

themsel&es as the bo$es are mo&ed around, whereas elbow arrow connectors do!

Figure 28 #elect ;lbow :rrow 9onnectors (Ceft), "ot Incorrect :rrows (Bight)

#ra7i' =etter ,e>t =o>es

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5he bo$es are drawn using the te$t bo$ tool (Figure D)! 5he most common pitfall in drawing bo$es is to pic up a

rectangle and insert a te$t bo$ without a border! It is better to use the te$t bo$ with border or rectangle without te$ bo$! ?ood results can be achie&ed by choosing :rial as the font and 10 point as the font si7e! :lso, ensure that

word wrapping is on (%ord %rap 5e$t in :uto#hapes is checed on the tab of 5e$t 'o$ within the format 5e$t

'o$ 4ption)! :ll four internal margin settings should be set to 7ero on the same tab! 5hese settings are applicablefor diamonds (decision bo$es) as well!

Figure D8 raw 'o$es with 5e$t 'o$ 5ool (Ceft), "ot Bectangle 5ool (Bight)

<se crisp language, especially on diamonds, which usually tae more space than te$t bo$es! For e$ample8 -Iscustomer caught in the sanctions list*. can be worded as -9ustomer in the sanctions list*. o&e additional lines o

te$t that describe the process step in more detail to a footnote! 5his will help reduce the number of letters within th

te$t bo$ or diamond, maing it easier to reduce its si7e! 5he objecti&e is to reduce the percentage of the paper areathat is printed! 5he less print impressions, the more readable the page!

Impro0i' the !ayout of the a'e

Figure >8 #wim Canes

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Figure K8 : #implified Flow (/art 1)8 Be=uest for an :irline 5icet

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Figure L8 : #implified Flow (/art 2)8 Issuance of an :irline 5icet

5ry to reduce the number of bends (elbows) on connectors! If there is a need to mae &ery small mo&ements to

straighten a connector line, first select the te$t bo$ that needs to be mo&ed and then press the control ey and holdit! "ow use the arrow eys to mo&e the te$t bo$! 5his will help mo&e the te$t bo$ a smaller distance than the

normal mo&ement using arrow eys!

;nsure that the direction of the connectors is always either to the right, down or up! :&oid connectors that mo&e

 bacward or to the left!

Interchange the direction of H or " on decision bo$es to choose a best route, to a&oid crisscrossing connectors or

reduce the length of the connectors!

umberi' /o0etios Recommeded

It often helps to number the process maps and process steps! : good system to use is this numbering con&ention8

• !e0el .% /rocess 1!0, /rocess 2!0, /rocess D!0, etc!• !e0el +% #ub/rocess 1!1, #ub/rocess 1!2 @! #ub/rocess 2!1, #ub/rocess 2!2,

#ub/rocess 2!D @! #ub/rocess D!1, #ub/rocess D!2 @ etc!

• !e0el 1% #ub/rocess 1!1!1, #ub/rocess 1!1!2, #ubprocess 1!1!D @

#ub/rocess 2!1!1, #ub/rocess 2!1!2@ etc!

• :nd so on@

,ips",echiques for Ad0aced -sers

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4ne idea to better use space is to use the 7ig7ag mo&ement! 5his tip is somewhat contrary to the idea of reducing

the amount of printing on a page! +owe&er, the idea is to reduce the number of pages or otherwise simplify themaps when the number of process steps are many and spill o&er to numerous pages! In such cases, the use of the

7ig7ag layout becomes a real option (Figure M)!

Figure M8 Nig7ag Cayout

:nother idea is to try to ha&e all connectors joining a te$t bo$ at the same point! 5his will help reduce the totallength of connectors on a page!

:lways assume that the Oa$is depicts time! 5his will help arrange process steps that happen one after the other in

time! ;nsure that the te$t bo$es of process steps done one after the other in time are not aligned together &ertically

 but placed adjacent to one another!

/oclusio% A Fial3 B0er9archi' ,ip

5hese guidelines, de&eloped through practical e$perience, should help achie&e better mapping results! : final, o&earching tip8 4ne should be willing to start from scratch and redraw the whole process map in order to mae it easi

to ser&e its purpose!

If <ou !o0ed ,his Article3 <ou Mi'ht Also !o0e

1! =B!B C=e B !ookButD !ist for Aaly@i' rocess Mappi'

2! More $alue% $alue Stream or #etailed rocess Mappi'(

D! =uildi' $aluable rocess Maps ,akes Skill ad ,ime

>! roduct Guide% rocess Mappi' Soft7are

E! A0oid ,he Four Most /ommo Mistakes of Sales rocess Mappi'

t)e easiest ,ay to +isuali/e t)e +alue stream

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  0ome  7 Examples 7 Clients 7 Downloads 7 Purchase 7 Training 7  elp Contact !s

Welcome to e$SM

5he e# software is the easiest way to &isuali7e the &alue stream and is

used today by .1EEE lea practitioers across the globe! It has an online

user group on CinedIn and has been featured on webcasts on icrosoft5echnet and on :#P (:merican #ociety of Puality)! It e$plicitly supports

mapping at facility and enterprise le&els for discrete parts manufacturing,food processing, chemical processing, administration and healthcare!

3lick to see how eVSM is use" to 3apture 2nalyze an"

Visualize the Value Stream.

5he software is organi7ed as a series of modules that support each step in the

impro&ement process from setching to prioriti7ation of impro&ements!

5hese modules are summari7ed below!!

 

0uic ins

"e#uest a $irtual

Tour

%ree &'(Da) Trial

*icense Transfer

%ree Example Maps 

Setc)  

Capture hand(drawn maps

Sketching

2cti#ity "ata e"iting

Map "ata e"iting

 

Se!uence  

Connect activities in the $SM  

Support upstream8"ownstream calculations

Support multi-lane #alue streams

Support critical path thinking

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Validate  

Chec+ for data completeness  

)ne-click #ali"ation

i"entify missing "ata #alues

Calculate

  ,nal)-e the map  

)ne-click analysis

Time +V2 9V2 Lea" Time,

:uality +)// ;owntime Scrap 3apacity,

3ost +2cti#ity-Base" 3osting,

Visuali/e  

.See/ and share the value stream

2utomatic charting an" ga"gets

Simplifie" Views

Impro+e  

0ai-en 1ased improvement

Kaizen linkage to acti#ities an" metrics

Kaizen %mpact an" risk matrices

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xtras

  ,dditional lean visuals

Spaghetti "iagram

3ommunications +or e#ent, circles

Kan!an an" 3ontainers

Multi-machine capacity an" representation

earn  

Ease of learning and deplo)ment  

)n-line user manual

)n-"eman" help for icons an" #aria!les

/(ample Maps li!rary

Pu!lic an" )n-Site <0an"s-)n= workshops

2 3'4& 5umshoe0I6 Inc7

Value Stream Map /(amples

ean Manu'acturing xamples

  - Mo"eling %n#entory

- Mo"eling Transport

Miscellaneous xamples

  - /nterprise le#el Map

- Process %n"ustry Value Stream Map

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- >n"erstan"ing 3apacity

- Path Base" Summaries

- Visually ?epresenting ;ata

- Mo"eling Share" ?esources

- Mo"eling Scrap

- Mo"eling 3umulati#e an" 3arrying 3osts

 

- *ulfillment Value Stream Map

- Supply 3hain Map

 

ean Ser+ices xamples

 

- Mo"eling 'ait an" :ueue

- >n"erstan"ing 3apacity

- 0an"ling :ueries +@rief, !etween processes

- 2ccumulati#e Time- ;ecisions an" multi-paths

- Value stream mapping in swimlanes

 

ean ealt)care xamples

 

- Locate a Be" VSM

- /mergency ?oom VSM

- 2A Pro!lem Sol#ing /(ample

- La! Testing VSM

 

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F4B9; 5echnology

Pacific Val#es

Pala"in

Paramount 3itrus 2ssociation

Parker 0annifin

PB? Kno(#ille

P3M3

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4tis

Value Stream Map

$alue Stream Map

alue stream mappin" is a

cornerstone of the !ean process improvement methodolo"/ and also is a reco"nized tool used in Si)

Si"ma# ; value stream map illustrates the flow of materials and information as a product or servicemoves throu"h a process# %reatin" a current state value stream map can help ou identif waste and

also makes it easier to envision an improved state for process in the future#

>ou can use value stream mappin" to improve an process# :ut unless ou use the tool properl/ our

value stream map ma not capture all of the opportunities ou have to improve 0ualit and efficienc#

7ere are five "uidelines to "ettin" the most benefit from the ener" ou put into value stream mappin"?

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1# :ase the alue Stream Map process on customer re0uirements# >ou must understand what the

customer values/ and use that as our startin" point# If ou don2t/ ou risk/ in the words of

m favourite band $he Fall/ pain" the hi"hest attention to the wron" detail#

-# %apture the process as it operates now/ not how it2s supposed to operate 4 ; process that worke

well when ou had -+ emploees ma not perform as efficientl now that the business is a -++4

person compan# :e sure ou map the process as it happens now/ not the wa it used to workor

how ou wish it workedL

,# ;ssi"n a alue Stream Map mana"er to lead the mappin" effort 4 Input from team members and

stakeholders is important/ but appoint 'or elect( one team member to draw the entire value stream

map# $his ensures that the mana"er understands the material and information flows#

*# Ealk throu"h the process to ensure that the flow of materials and information is accurate 4 Make

sure our map reflects the realit of the processverifin" this b followin" the process from start

finish can reveal crucial details ou mi"ht have missed#

5# Focus on one small step at a time 4 Make sure ou capture each step accuratel# For e)ample/

don2t trust the clock on the wall to measure ccle timesuse a stopwatch#

%reatin" a value stream map of the current state of our process helps ou focus on areas of waste suc

as e)cess inventor/ non4value4added time/ and multiple operators# ;s ou envision the future state of

our process/ ou can var data on the current state map to e)plore the effects of possible

improvements#

Ehile it2s possible to do value stream mappin" on paper/ software tools like those in ualit %ompanion

make value stream mappin" a lot easier# If ou2re ust "ettin" started/ ou can "et a ump4start b

viewin" our on4line webcast onvalue stream mappin"#

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*rom >ni# of Limerick

alue Stream Mappin"? &lossar N ;cronms

A = / #  F & 7 I 3 K  ! M  B   B S , - $ W O > P

Qclose this Wido7R

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'atch #i7e <nit of product or commodity that is processed in one go!

 

'atch and Pueue : mass production approach to operations in which larger lots

(batches) of items are processed and mo&ed to the ne$t process regardless of whether they are actually needed where they wait

in a =ueue!

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9hangeo&er 5ime 5he time it taes to switch from producing one good product

type to another good product type!

 

9ontinuous Flow /roducing and mo&ing one item at a time through a series of

 processing steps as continuously as possible, with each stepmaing just what is re=uested by the ne$t step!

 

9urrent #tate ap Follows a products path from order to deli&ery to determine the

current conditions!

9ycle 5ime 9ycle time is the time that elapses between one part coming offthe process to the ne$t part coming off!

 

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ata

 

9ycle time, number of operators, etc!

 

emand Besponse /roduct or ser&ice that you offer your customer!

own 5ime /roduction time lost due to planned or unplanned stoppages!

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First /ast Hield /rimary measure of defects! 9ounts percentage of times that

wor is done right first time! If it is not done right first time, you

end up with rewor or scrap!

 

Future #tate ap : future state map deploys the opportunities for impro&ementidentified in the current state map to achie&e a higher le&el of

 performance at some future point!

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Ideal #tate ap 5he -<topian. state that you will wor to achie&e! %hile it is

unliely you will be able to achie&e this due to constraints, it

 pro&ides a cross reference for you to chec against!

Information Flow 5he e$change of information recei&ed from a customer in

relation to an order, e!g! production, shipping schedule!

 

In&entory

 

aterials (and information) present along a &alue stream

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 between processing steps!

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3ai7en

 

9ontinuous impro&ement of an entire &alue stream or anindi&idual process to create more &alue and less waste!

 

3anban

 

: signalling de&ice that gi&es authorisation and instructions for

the production or withdrawal of items in a pull system!

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Cead 5ime 5he lead time is calculated by di&iding the in&entory =uantity by

the customer re=uirementsAunit of time (day, wee, etc)!

 

Cean /roduction : business system for organising and managing productde&elopment, operations, suppliers, and customer relations that

re=uires less human effort, less spaces, less capital, and less time

to mae products with fewer defects to precise customer desires!

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aterial Flow 5he mo&ement of physical items through the entire &alue stream,

e!g! assembly to shipping!

 

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 "onalue 9reating

 

:ny acti&ity that adds cost but no &alue to the product or ser&iceas seen through the eyes of the customer!

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4ne /iece Flow Makin" and movin" one piece at a time#

4peration

 

%or that is done on an item by a machine or person!

4&erproduction

 

/roducing more, sooner or faster than is re=uired by the ne$t

 process!

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/acemaer /rocess :ny process along a &alue stream that sets the pace for the entire

stream! 5he pacemaer process is usually near the customer endof the &alue stream, often the final assembly cell!

/rocess

 

: series of indi&idual acti&ities that must occur in a specific

se=uence to create design, complete an order, or produce a

 product! : process is made up of acti&ities!

/roduct Family

atri$

: chart used to identify appropriate product families!

/roduct Family : product and its &ariants that pass through similar processingsteps and common e=uipment just prior to shipment to the

customer!

/roduction Cean

5ime

5he time re=uired for a product to mo&e all the way through a

 process from start to finish!

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/ull /roduction

 

: method of production in which downstream acti&ities signaltheir need to upstream acti&ities!

 

/ush /roduction

 

/rocessing large batches of items based on forecast and demand!

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#ingle /iece Flow #ee continuous flow, one piece flow!

 

#pagetti iagram : diagram of the path taen by a product as it tra&els through the

steps along a &alue stream!

#upermaret

 

5he location where a predetermined standard in&entory is ept to

supply downstream processes!

#ystem

 

5he family of processes (and the information that sustains them)re=uired to meet the customer demand!

 

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5at 5ime /recisely matches production with demand! 5he a&ailable production time di&ided by customer demand!

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<ptime :&ailable machine woring time when a machine is fullyfunctional and a&ailable!

 

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alue #tream ap : simple diagram on one sheet of paper (:D) of e&ery step

in&ol&ed in the material and information flows needed to bring a

demand response from order to deli&ery!

alue #tream :ll of the actions, both &aluecreating and non &aluecreating,

re=uired to bring a product from concept to launch and fromorder to deli&ery!

alue

 

:ny acti&ity that the customer judges to be of &alue! : simple

test as to whether a tas and its item is &alue creating is to as ifthe customer would judge a product less &aluable if this tas

could be left out without affecting the product e!g! rewor and

=ueue time!

isual anagement 5he placement in plain &iew of all tools, parts, production

acti&ities, and indicators of production system performance, sothe status of the system can be understood at a glance by

e&eryone in&ol&ed!

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%aste

 

:n acti&ity that consumes resources but creates no &alue for the

customer!

%or ;lement

: wor element is one or more tass that combine to form thewor cycle!

 

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