PROCESS MAPPING

MEASURE PHASE

Six Sigma Green Belt

NGUYEN NGOC HIEN
IN THIS MODULE YOU WILL…

 Understand the basic principles of process mapping

 Understand how to apply process mapping techniques

 Learn how to identify activities that do not add value to

the process
AGENDA

 Introduction to Process Mapping

 Process Mapping Techniques

 Process Analysis Techniques

 Spaghetti Map
MEASURE STEPS

Define
process Determine
Define the measures, Basic Validate your process
Analyze
value stream collect Statistics and Develop a measurement capability,
patterns in
and process baseline data, Normal sampling plan system using process
data
mapping identify waste Theory Gage R&R availability
and problems and capacity
in the flow
 INTRODUCTION TO PROCESS MAPPING
PROCESS MAPPING

Six Sigma Green Belt

STARTING AT THE TOP ~ LINK WITH VSM
Master Black-Belt,
blackbelt, or Lean  Select the value stream based on SIPOC
Expert/Master select
the project scope 

 Breaks VSM process boxes into specific

process steps
Typical Black-Belt or
Lean Expert/Master
project   Mapp the process to see how the current
process works and to locate waste

Optional Green-Belt
project (based on Process Process Process
process complexity)  Step 1 Step 2 Step 3

Typical Green-Belt
project  Process Process Process
Step 1.1 Step 1.2 Step 1.3
STARTING AT THE TOP ~ HIERARCHICAL
PROCESS MAP
 Key business activities can be defined at different levels of
the organization:
New Product Demand Demand Customer
Level 1 development Fulfillment Service
Generation
Typical
Black-Belt
project 

Level 2 Ordering
Producing Storing Delivery
Materials

Pack
Typical Green-Belt project  Level 3 Obtain Prepare Prepare Cook
pizza pizza
materials base topping

 Level 1 = highest-level view of work in the organization

 Level 2 = work that flows across several departments or within
an entire department or work area
 Level 3 = a detailed view of a particular process
PROCESS ANALYSIS
S C
U U
P Process S
P T
L Inputs Outputs O
I M
E E
R R
S S
WHAT YOU NEED TO KNOW ABOUT A PROCESS

 Many defects arise because something in a process is done incorrectly or inefficiently.

 To improve your cycle time and / or your process sigma you need to be able to pinpoint
process problems and find better, more effective ways to accomplish the same work.
 In this module, you will learn tools that will help you understand your process and…
Identify… In order to…
 Complexity Simplify; error-proof
 Wasted time Speed up cycle time
 Bottlenecks Target improvements; reduce constraints
 DATA OR PROCESS DOOR?
Data Door Process
Stratification Door Detailed Process Map
Scatter Diagrams Value Added Analysis
Multi-Vari Analysis Cycle Time Analysis

 To improve understanding
 To understand the drivers
of process flow
of variation in the process
 To tackle cycle-time
 To tackle quality problems
problems
and waste
 To identify opportunities to
 To understand the root
reduce process costs
cause of differences
between outputs
Typical Lean projects use the Process Door
Typical Six Sigma projects use both Process and Data Doors (the last most commonly used)
Lean Six Sigma Projects use most commonly the Process Door
DIFFERENCE BETWEEN SIPOC &
PROCESS MAPPING

 In the SIPOC phase, you just did a simple activity flowchart, with only a few steps
 You wanted to understand the major process tasks
 You did not need to know how the process worked in detail

 In this section, you will add much more detail

 Many more process steps
 More information about what happens at each step

 In Six Sigma, this is often called ‘process door’ – working to improve things, based on how the
processes is structured and organized

 Later on, in ‘measure’, we’ll talk more about the ‘data door’
UNDERSTANDING A PROCESS
 Create a physical, graphical representation of the
process
‘the map’

 Identify value-added and

non-value-added steps

 Determine elapsed time

and identify bottlenecks

 Identify complexity or inefficiencies that lead to errors

 Essential prerequisite to FMEA

(Failure Mode Effect Analysis, discussed later)
WHY USE PROCESS MAPS

 Creates a common understanding

 Clarifies the steps in a process

 Uncovers problems in the process

 Reveals how the process operates

 Helps you to identify improvement opportunities in a process (complexity,

waste, delays, inefficiencies and bottlenecks)
VERSIONS OF A PROCESS

What Management What it What it What it

thinks it is really is should be could be

n n n n n n n n n n n n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n

n n n n n n n n n n n n n n n n Focus Here During

the Improve Phase
n n n n n n n n n n n n n n n n

Focus Here During

the D, M & A Phases
 PROCESS MAPPING TECHNIQUE
PROCESS MAPPING

Six Sigma Green Belt

TWO TYPES OF PROCESS MAPS
Process Flow Diagram

Verify income
Swimlane Diagram
Take loan Review and
Start and property
application underwrite
value
Loan Approval Process
Sales Underwriting Senior Processor Elapsed
Underwriter Time
Yes Verify income 1
Approve
and property End Takes loan
Loan? 1 day
value application 2
Verifies
income and 5 days
No value
3
Yes
Verify income Verify income Review and
Approve
and property and property underwrite
Exception? 5
value value
No Approved Prepare
check and
documents
4
Review for
Not Approved Exception 6
Issue
Decline letter 10 days
 PROCESS FLOW DIAGRAM
 Specific about what happens in the process
 Captures decision points, rework loops and complexity
Verify income
Take loan Review and
Start and property
application underwrite
value

Yes
Approve Generate check
End
Loan? and documents

No
Yes
Senior
Approve Issue decline
underwriter
Exception? letter
review No
 SWIM LANE MAP
 Shows detailed steps in a process
 Identifies people and cross functional groups involved in each step
 Shows key interrelationships, decision points, and hand-offs in cross-functional
transactional processes
Loan Approval Process
Sales Underwriting Senior Processor Elapsed
Underwriter Time
1
Takes loan
application 2 1 day
Verifies income and
value 5 days
3
Review and
underwrite
5
Approved Prepare check and
documents
4
Review for
Exception 6
Not Approved
Issue Decline letter
10 days
PROCESSES AND COMPLEXITY
 Compare the flowchart below with the one on the next
page.
 Which of the flowcharts more accurately reflects reality?
 Which of these flowcharts would you prefer to use? Why?

Simple Copy Process

Take Place Select Select
Original to Original Size Orientation
Copier on Copier

Yes
Select Start Copier
Number Another No
Copier Runs Page?
of Copies

Remove Collect Clear Leave

Original Copies Staple Modes Room
COMPLEX COPY PROCESS
Yes

 This process map is Take Original Copier

in Use?
Yes
Wait? No
Leave

more complex No

 Harder to do Place
Original
No Glass
Dirty?
Yes
Clean

 Harder to
understand Select
Size
Select
Orientation
Select
Number Paper?
No Find
Paper

 But it’s what you

Yes
Yes

should aim for Box

Open?
No
Knife?
No Find
Knife
Open
Box

 You can see

Yes

problems Yes Paper

Loaded?
No Find
Help
Yes No

 You can see Start Copy Yes Quality No Stop Adjust?

non value-added Copier Made? Ok? Copier

Yes
steps No
Find
Adjust Help
 The ‘simple’ Yes Another Fix No
Page? Problem?
one is, in fact, No Yes
useless
Remove Collect Staple Clear Leave
Original Copies copies modes
PROCESS MAPPING SYMBOLS
REMEMBER ~ A KEY STEP IN PROCESS MAPPING:
GOING TO GEMBA

 Not Assume… Go to
Gemba…

 «Understand what is
really happening – The
Reality (GENJITSU) – by
going out on the
Going to Gemba
shopfloor at the Real
Place (GEMBA) and In Japanese, "Gemba" means the actual place
where things are happening, going out on the
checking out the actual shopfloor.
item / process – The Real In a customer perspective, "Gemba" is the total
environment in which the customer lives and works.
Thing (GEMBUTSU).
 IDENTIFYING NEEDLESS COMPLEXITY
& WASTE: VALUE ADDED FLOW ANALYSIS
PROCESS MAPPING

Six Sigma Green Belt

VALUE-ADDED AND NON VALUE-ADDED STEPS

 Value-Added steps:
 Clients are willing to pay for it
 It physically changes the product
 It can/is be done right the first time

 Non Value-Added steps:

 Not essential to produce output
 Do not add value to the output
 Can be divided into 2 groups: Semi NVA steps
(reduced) and NVA steps (eliminated)
 Examples:
 Defects, errors, omissions
 Preparation/setup, control/inspection
 Over-production, processing, inventory
 Transporting, motion, waiting, delays
PROCESS ANALYSIS TECHNIQUES

Optional Green-Belt
project (based on Process Process Process
process complexity)  Step 1 Step 2 Step 3

Value-Added Flowchart Value Flow Analysis Time-Based

Flow Analysis with Waste Analysis - ‘As-Is’ Value-Added
Highlighted Matrix Mapping Flow Analysis

Mapping Process
Sheet Sheet
VALUE-ADDED FLOW ANALYSIS
 Looks at the process from the viewpoint of the “thing” going
through it
 (“Staple yourself to the “thing”)
 Documents everything that happens to the “thing”

 Used to identify:
– Non-value added steps
– Lead time
– Other process problems

 Best done by actually “walking the flow”

VAFA
(VALUE-ADDED FLOW ANALYSIS) Painting Process
Step Time
Pre-Clean 3
Scuff san
ding 5
 Get a group of people together who really understand how the
n 7
process works. (Or you could interview each individual in turn who Inspectio

operate the various parts of the process) Cab wash 12

Dry-off 15
Waiting
10
 Draw a vertical line down the centre of a sheet of flip chart paper. Inspection 8
Masking 8

Formulate
6
 Call the first column "Step" paint
Inspection 8
Waiting 10
e
 Call the second column "Time" Paint stag
3
1
Waiting 7
Paint stag
e 5
2
 Ask the group to describe the very first step and write this in Inspection 10
column one. Waiting 8

Complete 7
coverage
20
 Then ask the group how long the item takes to complete the first Oven bake
8
step. Inspection
Waiting 10
Paint
Acceptan 12
ce
 Repeat these questions until you have every step described and
timed.
VAFA
(VALUE-ADDED FLOW ANALYSIS) Painting Process
Step Time
Pre-Clean 3
Scuff san
ding 5
 For every step ask the following three questions: Inspectio
n 7

 Does the step cause a physical change in Cab wash 12

the item? Dry-off 15
 Does the final customer care about the step? Waiting
10
 Inspection 8
Do we do it right first time and every time?
Masking 8

Formulate
 For a step to add value you must be able to paint
6
answer yes to ALL THREE questions. Inspection 8
Waiting 10
e
 Draw a red line around the steps that add value. Paint stag
3
1
Waiting 7
Paint stag
e
 Add up the total time. Add up the value adding 2 5
time and express this as a percentage of the Inspection 10
total. Waiting 8

Complete 7
 coverage
It is normal for this percentage to be less than 1! 20
Oven bake
 In office processes, a really good 8
Inspection
organization can get about 25% of the time Total Tim
e
Waiting
as adding value. 10 182 min.
Paint Value
 In manufacturing it's usually nearer 5% for a Acceptan 12 Adding T
ce ime
world class company. 50 min.
 WHAT HAPPENS TO THE “THING”?
“People” 1 hr. 2 hrs. 4 hrs. 30 min. 2 hrs. 4 hrs. 4 hrs. 10 min.
Receive Process Check Clarify Enter Enter Verify Schedule Release
Process Mail Order Credit Order Order Data Package Job to Mfg.

 When mapping a
2 days 2 min. 10 min. 75 min. 5 min. 10 min. 5 min. 120 min. 10 min.
process you want to Open
Arrive Wait Move Wait Sort Check Number Check Move
follow the “thing” in
truck
Mail Credit

 Often we are inclined to

90 min. 90 min. 180 min. 10 min. 1 min. 30 min. 12 min. 30 min. 2 min. 2 min.
map what the people Wait
Distri-
Wait Clarify Move Wait
Distri-
Wait Enter Move
bute
are doing “Thing”
bute

 Usually the people are Process

30 min. 10 min. 1 min. 240 min. 5 min. 15 min. 2 min. 2 min. 1 min. 3 min.
very busy, but the Wait Verify Print Wait Move Check
Distri- Release Print Move
“thing” is waiting bute

60 min. 30 min. 10 min. 1500 min. 2 min.

Move
Wait Match Group Wait to
Mfg.
Value-added
 Step Time (m) VA ?

EXAMPLE VAFA Arrive on truck

Wait
0
15
Unload from truck 20
Wait 15
Move inside 10
 Here’s an example of a delivery to our pizza Wait 30
shop. Move to inspection 10
Open boxes 20

 Let’s follow the ‘things’ are they are Check quality 20

Count 40
unloaded and stored
Check quantity 15
Wait 45
 How many of these steps would the
Move to storage area 20
customer be prepared to pay for? Wait 30
Repack for storage 50
Wait 40
Put away in storage 20

Totals 400 ?
EXAMPLES OF TYPES OF ACTIVITY FOR VAFA

 Non-Value Added and Business Value

 Value Added (BV)

 Waiting
 Entering order
 Storing
 Preparing policy
 Counting
 Legally mandated
 Recording (BV)
checking
 Obtaining Approvals
 Sending check to
 Reviewing
customer
 Copying
 Filing
 Revising/Reworking
Less than 10% of all steps More
Tracking than 90% of all
Less than 5% of time steps
More than 95% of time
 VALUE-ADDED FLOW ANALYSIS EXAMPLE
Time Time Total Steps: 65
Activity VA NVA Activity VA NVA *Value-Added Steps: 6
Trolley arrives approximately Wait (until Foil Line ready) 2 hrs.
10:00 a.m. at desk
Move to Foil Line
% Value-Added Steps: 14.7
Match with rest of materials 5 min.
Wait (for paperwork) 10 min.
Transfer to desk and log 1 min.
Transfer 1 box to Foil M/C Total Time: 2625 min.
Move to Needle attaching rack
Load trays into magazine *Value-Added Time: 20 min.
Place into green box 5 min.
Wait (for M/C prep) % Value-Added Time: 0.76*
Wait 16 hrs.
Foil seal into tray, 4.5 sec. 68 sec.
Move by hand to pair of m/cs
Transfer tray to table (30 doz. per)
Wait (for double check) 2 min.
1 min.
Total NVA Time: 2605 min.
Wait (for sample inspection)
Wait (for paperwork) 2 min.
Wait (for rest of tub)
Transfer material to side station 5 min.
Move to trolley 1 hr. 40 min.
Attach and pull test (bundle of 35 min.
300) (bundle) Wait (for sign-off) 5 min.
Wrap bundle in plastic bag, attach 1 min. Move trolley to over wrap rack
card
Transfer tubs to rack
Place into box
Wait (for previous job to finish) 1 hr. 50 min.
Wait (for other 19 bundles) 11 hrs.
Wait (for paperwork and setup) 10 min.
Wait for closing paperwork 2 min.
Over wrap 24 for check 1 min.
Move to planning desk
Wait (for check) 2-3 min.
Wait 10 min.
Over wrap 1 hr. 50 min. for 500 doz. 42 sec.
Review, log 5 min.
Manual place into box (12) 12 sec.
Move to Winding Kanban
1-2 hrs. Weigh count
Wait
Sleeve 5 sec.
Move to Winder
Wait (for other 11 trays on cart) 1 hr. 40 min.
Transfer 4-5 bundles to tray
Transfer card out of way
Wait (for recording, setup) 5 min.
Wait (for lead person) 15 min.
Wind 96 (1 tray) 5 min.
Wait (for sign-off, log out) 5 min.
Visual check and place into box 1 min.
30 min. Move to film wrap buffer
Wait (for 6 or more trays)
Wait (buffers 3 shift operation from 12 hrs.
Wait (for label) 30 sec. 1 shift operation)
Transfer box to trolley Move to film wrap machine
Wait (for rest of order-total 9 5 hrs. Wait (for previous batch + 6) 1 hr.
boxes) 15 min.
Move next to Foil Line table Verify count, sample box, code no.,
etc.
Wait 15 min. Move to film wrap machine 30 sec.
Wait (for review and logging, add 2 min. Film wrap 15 sec.
foil mat’l )
 FLOWCHART WITH WASTE HIGHLIGHTED
Start

9.
1.
Adjust
Stop
settings
packing line No
 You can turn an activity 2. 5. Yes
Yes 6. 7. 8. 10.
Same
flowchart into an product?
Change
length
Adjust
speed
Run test
cartons
Speed
OK?
Adjust
stapler
opportunity flowchart No
Yes
11.
by highlighting 3.
Pick-up
4.
4.
Timing
Clean
No 12.
Closed? Staple
test carton
the steps that add appropriate
tools
okay?
machine
Yes
waste and complexity 18. 13.
to the process. Stop
line
Load carton

No
Yes 17. 16. No 15. 14.
Right Call Product? Refill
product? foil
filling

Yes

19.
Start
production

Example: Changeover process

VALUE ANALYSIS MATRIX
 You can track specific types of non-value-added time with a value analysis
matrix. This helps clarify not only the types of waste present in the process,
but also the percentage of the overall process each non-value-added step adds

Process Step 1 2 3 4 5 6 7 8 9 10 Total %Total

Time (Hours) 12 10 1 10 20 6 10 1 10 20 100 100%

Value-Added a a 2 2%

Non Value-Added

Inventory (WIP, Backlog) a 10 10%

Delay (Operator)

Duplication a 6 6%

Movement a a a 52 52%
Defects (Customer) a a a 30 30%

Rework (Internal)

Checking
Lost Opportunities

Total 100 100%

TIME-BASED VALUE-ADDED FLOW ANALYSIS

Receive RFP Value-Added Time

Log In 1 hr. Non-Value-Added Time

Request Rates 2 hrs.

Prelim. Rates 1 hr.

Review Rates 1 hr.

Final Rates 2 hrs.

Develop Proposal 8 hrs.

Ideal Process < 3 hrs.

Target Process
Maximum 4 hours idle – one day turnaround

0 2 4 6 8 10 12 14 16 18

Time/Hours
FLOW ANALYSIS ~ MAPPING SHEET
 Excel Worksheet: Mapping Sheet.xls

MAPPING SHEET
Date:
Process Step or Operation
APU:
Transport or movement
Product:
Quality Check or Inspection
Storage / queue
Decision

Quantity Distance Time Surface

N° Description Waste observed
(#) (m) (s) (m2)
01 Shipping Dock 300 12 Too far from the line, corssed flow

02 Transport E.O.L.-Dock 34 34

03 Leak Test 2 50 8 No FIFO

04 Crimping 1 36 6 Not ergonomic conditions

FLOW ANALYSIS ~ PROCESS SHEET

Process Painting
Customer Demand 1200 1 Day
Feature
Products 2 Ref
Opening time 2 x8 h
Cycle time 50 s
Max. no of operators 4 op
Batch size 400 part
Performance
Customer return rate 150 ppm
Quality
Defect rate 20.000 ppm
Uptime 63 %
Cost
Process Efficiency 76 %
Service Rate 88 %
Delay
Max. change-over time 27 min
 SPAGHETTI MAP
PROCESS MAPPING

Six Sigma Green Belt

SPAGHETTI MAP

 Maps physical movement of material or workers to

indicate travel and effort

 Each line represents a task or motion

 Identifies waste from layout, storage, re-work, repetitive

tasks, and motion
SPAGHETTI MAP

G
E
A

F
B

C
SPAGHETTI MAP

Before After
SPAGHETTI MAP
 DISCUSSION AND REVIEW
PROCESS MAPPING

Six Sigma Green Belt

REVIEW

1. When should you start to do your DETAILED process

map?

2. How detailed should it be?

3. What is a ‘value-added’ step?

4. Can you always remove ALL non value-added steps

in a process?