Lean與六西格瑪培訓第3課：Process Mapping

Lean Six Sigma Training Program Process Mapping,May 2015,Kenny,Operational ExcellencePanyu / China,Process Map,Our Process,Process map,Process is the logical organization of people, machine, material, method and information, designed to produce a required result,Process map is a good way to let people under the process:BoundariesComponentsTransition points,What is Process Mapping,Process MappingA graphical representation of steps, events, operations, and relationships of resources within a process.,Benefits of Process Mapping,In Define phase, Gives everyone a common view of the processCan reveal unnecessary, complex, and redundant steps in a process.  This makes it possible to simplify & troubleshoot.Can compare actual processes against the ideal.  You can see what went wrong and where.Can identify the Inputs and Outputs for every stepsCan identify steps where additional data can be collected.Select CTQ Characteristics or “Y”,Step to Build a Map,Determine the scopeHow complex and detailed a map do you need to give you what you want?Determine the steps in the processDont worry about orderDont worry about prioritiesJust list them!Arrange the steps in orderPrimary ProcessAlternative PathsInspection PointsAssign a symbolValidate the MapKey Outputs and Inputs,Process Flow Symbols for your reference,OPERATION      All steps in the process where the object undergoes a change in form or condition. TRANSPORTATION     All steps in a process where the object moves from one location to another, outside of the OperationSTORAGE     All steps in the process where the object remains at rest, in a semi-permanent or storage conditionDELAY     All incidences where the object stops or waits on a an operation, transportation, or inspectionINSPECTION     All steps in the process where the objects are checked for completeness, quality, outside of the Operation.DECISION,Example (Flow Chart),7,Perceptions of a Process,There are usually three versions of every process,What we think it looks like:,What it actually looks like:,What we wish it would look like:,Do not jump to “What we wish it would look like”,Validate Process Map,Walk the Process AgainAsk the QuestionsWhat happens if?What could go wrong?Who?How?When?Update MapKnow your processHow many Operational Steps are there?How many Decision Points?How many Measurement/Inspection Points?How many Re-work Loops?How many Control Points?,Quick Win Improvement Opportunities,Some processes have been neglected for so long that a simple and obvious improvement opportunities abound.  Conducting a common sense assessment of the process and performance data may help to identify these opportunities, referred to as “quick wins,” or “l(fā)ow hanging fruit.”  Teams should always be looking for quick win opportunities the return on investment can be very high.“Quick Win” Operational definitionTakes minimal time to implementCost nothing or very little to implementCan be reversed with out difficultyDoes not  (generally) cross functional boundariesThe process to be changed is under your control,Identify “Quick Win” opportunities,Identify the Inputs(Xs) and Outputs(Ys),11,Example: Make a cup of Tea1. Complete the Process map,12,Identify the Inputs(Xs) and Outputs(Ys),Example: Make a cup of Tea2. List the output (ys) of each steps,How do little ys related to big Ys? What if they dont?,13,Identify the Inputs(Xs) and Outputs(Ys),Example: Make a cup of Tea3. List the inputs (xs) of each steps,How do little xs related to big Ys?,14,Identify the Inputs(Xs) and Outputs(Ys),Example: Make a cup of Tea4. Characterise the Inputs,What is current xs performance?How do xs affect big Ys?,X - CriticalN - NoiseS - SOPC - Controllable,The whole Picture,15,Process Flowchart,Data collection and analysis,Solution generate and Control Plans,Cause and Effects Diagram,Appendix - Process Mapping Levels,Types of Process Maps,Process Maps Examples for Different Processes,19,Types of Process Maps,20,Types o