Examples of Types of Process Maps

"Consistency in quality means not allowing the ordinary rush of business and even extraordinary events slow or suspend the process"
~ Juran Institute, Inc.

Flowchart Picturing the process Why use it? To allow a team to identify the actual flow or sequence of events in a process that any product or service follows. Flowcharts can be applied to anything from the travels of an invoice or the flow of materials, to the steps in making a sale or servicing a product. What does it do? Shows unexpected complexity, problem areas, redundancy, unnecessary loops, and where simplification and standardization may be possible. Compares and contrasts the actual versus the ideal flow of a process to identify improvement opportunities. Allows a team to come to agreement on the steps of the process and to examine which activities may impact the process performance. Identifies locations where additional data can be collected and investigated. Serves as a training aid to understand the complete process. How do I do it? 1. Determine the frame or boundaries of the process Clearly define where the process under study starts (input) and ends (final output). Team members should agree to the level of detail they must show on the Flowchart to clearly understand the process and identify problem areas. The Flowchart can be a simple maco-flowchart showing only sufficient information to understand the general process flow, or it might be detailed to show every finite action and decision point. The team might start out with a macro-flowchart and then add in detail later or only where it is needed. 2. Determine the steps in the process Brainstorm a list of all major activities, inputs, outputs, and decisions on a flipchart sheet from the beginning of the process to the end. 3. Sequence the steps Arrange the steps in the order they are carried out. Use Post-It Notes so you can move them around. Dont draw in the arrows yet.
TIP Unless you are flowcharting a new process, sequence what is, not what should be or the ideal. This may be difficult at first bus is necessary to see where the probable causes of the problems are in the process.

4. Draw the Flowchart using the appropriate symbols

An oval is used to show the materials, information, or action (inputs) to start the process or to show the results at the end (output) of the new process.

A box or rectangle is used to show a task or activity performed in the process. Although multiple arrows may come into each box, usually only one output or arrow leaves each activity box. A diamond shows those points in the process where a yes/no question is being asked or a decision is required.

A circle with either a letter or a number identifies a break in the Flowchart and is continued elsewhere on the same page or another page.

Arrows show the direction or flow of the process.

Keep the Flowchart simple using the basic symbols listed above. As your experience grows, use other, more graphic symbols to represent the steps. Other symbols sometimes used include:

A half torn sheet of paper for a report or document completed and/or filed.

A can or computer tape wheel for data entry into a computer database. A large D or half circle to identify places in the process where there is a delay or wait for further action.

TIP Easy-to-use Flowchart symbols are available in the Draw toolbar in most Microsoft products (Word, Excel, PowerPoint). Look under AutoShapes and then Flowchart. Holding your cursor over the symbol will provide a definition of the symbol. Be consistent in the level of detail shown. A macro-level flowchart will show key action steps but not decision boxes. An intermediate-level flowchart will show action and decision points. A micro-level flowchart will show minute detail. Label each process step using words that are understandable to everyone. Add arrows to show the direction of the flow of steps in the process. Although it is not a rule, if you show all yes choices branching down and no choices branching to

the left it is easier to follow the process. Preferences and space will later dictate direction. Dont forget to identify your work. Include the title of your process, the date the diagram was made, and the names of the team members.

5. Test the Flowchart for completeness Are the symbols used correctly? Are the process steps (inputs, outputs, actions, decision, waits/delays) identified clearly? Make sure every feedback loop is closed, i.e., every path takes you either back to or ahead to another step. Check that every continuation point has a corresponding point elsewhere in the Flowchart or on another page of the Flowchart. There is usually only one output arrow out of an activity box. If there is more than one arrow, you may need a decision diamond. Validate the Flowchart with people who are not on the team who carry out the process actions. Highlight additions or deletions they recommend. Bring these back to the team to discuss and incorporate into the final Flowchart.

6. Finalize the Flowchart Is this process being run the way it should be? Are people following the process as charted? Are there obvious complexities or redundancies that can be reduced or eliminated? How different is the current process from an ideal one? Draw an ideal Flowchart. Compare the two (current versus ideal) to identify discrepancies and opportunities for improvements.

Flowchart example: Proposed Patient Appointment Procedure

Preparation of appointment book

Opening of appointment book Refer to ships corpsman, inform PT they can call at 1500 to make own appointments for next working day

Appointment shore or fleet? Shore Appointment issues (PT reminded to confirm 24 hours prior to appointment

Fleet

Patient given confirmation number

Yes

Did patient call in to confirm 24 hours prior to appointment

No

Appointment canceled and slot refilled by new patient

Does Patient show For appointment Yes Appointment book marked patient showed

No Appointment book marked failure

Standby patient placed in appointment slot

Failure report submitted from front desk to fleet liaison

Fleet liaison sends failure notices to commands

Variations The type of Flowchart just described is sometimes referred to as a detailed flowchart because it includes in detail, the inputs, activities, decision points, and outputs of any process. Four other forms, described below, are also useful. Macro-Flowchart Refer to the third bulleted item in Step 1 of this section for a description. For a graphic example, see page 119 of The Memory Jogger II. Top-Down Flowchart This chart is a picture of the major steps in a work process. It minimizes the detail to focus only on those steps essential to the process. It usually does not include inspection, rework, and other steps that result in quality problems. Teams sometimes study the top-down flowchart to look for ways to simplify or reduce the number of steps to make the process more efficient and effective.

Planning a Party
1.0 Determine party size 2.0 Find Location 3.0 Invite Guests

1.1 Decide on budget 1.2 Decide on guest list

2.1 Decide on theme 2.2 Select location

3.1 Complete invitations 3.2 Send Invitations

Deployment Flowchart This chart shows the people or departments responsible and the flow of the process steps or tasks they are assigned. It is useful to clarify roles and track accountability as well as to indicate dependencies in the sequence of events.
Chris Plans ad Writes ad Is there time to do graphics? Yes Draws graphics No Sends ad out Karin Lauren

Ad completed

Opportunity Flowchart This type of chart helps you improve a process by differentiating its value-added steps from its non-value-added steps. Value-added steps are those that are essential for producing the product or service and are needed even if the process were to run perfectly every time. Non-value-added steps are those that are added to a process because defects, errors, and omissions occur or because of worry that they might occur. Remember these tips when constructing an Opportunity Flowchart: Divide a page into sections. The value-added section should be smaller than the non-value-added section. Time flows down the page. Join two value-added steps with an arrow only if there are not non-value-added steps in between.

A Sample Opportunity Flowchart

Steps that are essential even when everything works correctly are listed down the left side.

Value-Added

Non-Value-Added Yes

Steps that would not be needed if everything worked right the first time are listed horizontally across the right side.

Take original

Copier In use? No No

Yes

Wait?

No

Leave

Place Original Select Size Select orientation Select number

Glass dirty?

Yes Clean

Paper? Yes

No

Find paper

Box open? Yes Yes Paper loaded?

No

Knife? Yes

No

Find knife

Open box

No

Find help

Workflow Flowchart This type of chart is used to show the flow of people, materials, paperwork, etc., within a work setting. When redundancies, duplications, and unnecessary complexities are identified in a path, people can take action to reduce or eliminate these problems. Cross-functional Process Map Shows functions, steps, sequences of steps, inputs, and outputs for a particular work process

Purpose

Relationship Map Shows suppliercustomer relationships (which functions or parts of the organization receive inputs from and provide outputs to one another) Least Organization Context Does not show processes within or between functions; treats these as a black box Relates pieces of the organization to one another Shows supplierscustomer linkages throughout the organization Answers the question What does the organization provide to its internal and external customers?

Flowchart Shows tasks, sequence of tasks, inputs, and outputs for a particular work process

Level of Detail Focus Key Points

Medium

Most

Process/People Interface Process Detail Shows processes and related steps, inputs, and outputs as well as who performs each step Reveals what is in the black box Shows suppliercustomer linkages for a single process Answers the questions, What steps does the organization perform to provide outputs to its internal and external customers? And who performs each step? Shows detailed tasks that make up a process Does not show who performs tasks Does not show supplier-customer linkages Answers the question, How does the work actually get accomplished?

SIPOC

"If the process is right, the results will take care of themselves"
~ Takashi Osada Why use it? SIPOC is used to document a process at a high level and visually show the process, from suppliers inputs to the products or services received by customers. The name comes from the column headings on a SIPOC chart: Supplier, Inputs, Process, Outputs, and Customers. What does it do? SIPOC: Identifies process boundaries. Identifies the customers and suppliers of a process. Identifies the process inputs supplied by the suppliers and the process inputs used by the customer. Helps in identifying data collection needs.

Components of a SIPOC A process description is an explanation of a process that provides outputs to meet the needs of customers. The input and output boundaries define the start and stop boundaries of the process. The outputs are the results of the process. Special care should be taken to determine how these outputs relate to the customers expectations (CTSs) (i.e., do they meet or exceed the customer requirements?). The customers are the people who receive and put requirements on the outputs. Customers can be either internal or external; the SIPOC chart should be specific in documenting which. Customer requirements and measures are the quantifiable expectations of the process outputs. The output must be measured and then compared to customer requirements to quantify customer satisfaction. The inputs are what the process needs to function. The input requirements and measures are the quantifiable expectations the process puts on the inputs. For a process to create outputs that meet the customer requirements, it must have inputs that meet specific requirements. The SIPOC should document what the process requires of the inputs that are received before the start of the process. The suppliers provide the necessary inputs to the process. The SIPOC should be as specific as possible in documenting supplier information. For example, if a supplier is internal, the SIPOC should list the function and point of contact for the particular process input.

How do I do it? The following figure shows the steps in creating a SIPOC. The numbers in the graphic correspond to the numbers of the steps that follow.

Creating a SIPOC

1. Provide a description of the process. 2. Define the start and end of the process on which the project is focused. 3. List the outputs of the process. Requirements of the outputs should also be listed, as well as how requirements will be measured. 4. List the customers of each process output. 5. List the inputs required for the process, as well as how these inputs will be measured. The quantifiable expectations of the process should also be listed. 6. List the suppliers of the process. A SIPOC for a Lecture Development Process

Why use it? Process mapping identifies the flow of events in a process as well as the inputs (xs) and outputs (ys) in each step of a process. What does it do? Process mapping: Graphically identifies the steps in a process. Visually shows the complexity of a process and identifies sources of non-value-added activities (i.e., rework loops and redundancy in a process). Identifies the key process input variables (xs) that go into a process step and the resultant key out variables (ys). Classifies all input variables (xs) to a process step as noise, controllable factors, or standard operating procedures (SOP). Builds on the Flowchart tool by adding more process information.

Components of a Process Map The inputs (xs) are the key process variables that are required to perform a process step. Inputs could be anything in the categories of people, methods, materials, machinery, measurements, or environment. The process steps are the tasks that transform the inputs of the process into the outputs of the process. The outputs (ys) are the key variables resulting from the performance of the process step. Outputs can be goods, services, measurements, or consequences.

A Process Map
ys Step 1 ys Step 2

Outputs

Outputs

Step 1
Input A Input C

Step 2
Input D Input F

xs Input B

xs Input E

How do I do it? 1. Define the scope of the process. Clearly define where the process starts and stops. These are the process boundaries. Process maps can be done at different levels such as an overall level, operation level, or micro-task level. The team should decide which level is appropriate. The process scope can be defined with a SIPOC.

2.

Document all the steps in the process. To do this correctly, walk through the process by pretending to be the product or service being operated on. Document all the steps of the as-is process, not the should-be process. Activities are shown as a rectangle on a process map. Document the decision points. Decision points must pose a question. The response to the question will lead to multiple paths. Decision points are shown as a diamond on a process map. List all outputs (ys) at each process step. List all inputs (xs) at each process step. Classify all inputs (xs) as: Controllable (C): Inputs that can be changed to see the effect on the output (y). Examples are speed or feed rate on a machine, temperature or pressure in a thermodynamic process, or document type or batch size in a transactional process. Standard operating procedures (S): Standard methods or procedures for running the process. Examples are cleaning, safety, and loading of components in an industrial process, and training, calling method, or data entry items in a transactional process. Noise (N): Things that cannot or that have been chosen not to be controlled due to cost or difficulty. Examples are ambient temperature or humidity in an industrial process, or computer network or operator in a transactional process. As applicable, list the operating specification and process targets for controllable inputs. For the controllable inputs that have these targets, list the target input and the specified lower and/or upper limits on the setting.

3. 4. 5.

6.

Class Lecture Development Process Map

Class Outline Document Lectures Reviewed Lectures No Printed Lectures

Develop Class Outline

C Class Objectives N Class subject N Teacher Guidelines N Subject expert

Develop Lectures
7

Review Lecture Materials

C No. of Reviewers N Reviewers S Copy of lectures S Review time S Review guidelines

Lectures OK?

Yes

Print Lecture Materials

S Electronic copy of lecture C Printing company C Quantity of copies C Copy format

C Target time per lecture N Subject expert N Teacher Guidelines C Teaching medium N Audience S Class outline Lower Spec. 45

Controllable Input Variable Target Time

Target 50

Upper Spec. 60

Key C -Controllable S -SOP N -Noise

Cross-Functional Process Maps Cross-functional process maps show the value-producing chains of the business. They also depict the pathways to customer satisfaction. Whereas relationship maps focus more on the big-picture supplier-customer links that make up a business, cross-functional process maps show us in more detail how an organization uses processes to create value for its customers. Cross-functional process maps answer the questions: What steps are required to produce a particular output? What is the order in which the steps are performed? Who (which function) performs each step? What are the handoffs or interfaces between functions? In what parts of the process do the handoffs occur? What are the inputs required and the outputs produced at each step of the process?

Like relationship maps, cross-functional process maps often contain disconnects (missing or deficient inputs or outputs). Since cross-functional maps show what takes place inside one or more functions for a particular process, any disconnects that were present in the relationship map of those functions will also be present here. As you review your map, you may discover inputs or outputs that do not feed into any other steps within the same function, or into steps within other functions. You may also find missing or implied steps, inputs, or outputs. Each of these is a form of disconnect that should be noted and resolved.

Muffler Replace Process Cross-Functional Process

CUSTOMER 3

Work requested Verbal Request (replace muffler)

Pay bill 2 Final bill 4 4 Prepare bill 2 Job complete Notify sales
New muffler Old muffler New muffler

SALES 3

Work order prepared

Complete 4 work order 2 1 Work New Preparations order muffler reviewed 4 obtained

MUFFLER BAY TECHNCIAN 3

Old muffler removed

New In place muffler installed 4 No

Engine restarted

Engine idling

Exhaust monitored

Exhaust Quality data

Yes Job OK? Turn off engine

Engine off

Interpreting the Map of the Muffler Replacement Process How might you interpret the map of the muffler replacement process and information you have gained thus far? Consider the following questions as you refer to the above map. 1. What disconnects are apparent, if any? Implied or missing steps might include: drive car into muffler bay, return car to customer, obtain or verify needed supplies and tools, and accumulate old mufflers for recycling. Implied or missing outputs might be: car in place at muffler bay, car in place at parking lot, supplies and materials, old muffler, and payment. 2. What are the critical interfaces in the process, and where do they occur? The critical interfaces are between Sales and the Customer, and Sales and Muffler Bay Technician. 3. Who performs each step of the process? By reading each band horizontally, you can determine this information at a glance. The customer requests the work and pays the bill. Sales complete the work order, receives notification that the job is complete, and prepares the final bill. All other steps are performed by the muffler bay technician. 4. What are the inputs required and outputs produced at each step of the process? The major inputs, those at the start of the process, are the verbal request from the customer and the completed work order from sales. Major outputs, those at the end of the process, are the completed job and final bill. Additional inputs required to complete the job are preparations, new muffler, old muffler, new muffler in place, engine idling, exhaust quality data, and engine off. 5. What are the requirements for each input and output? The interview does not provide us with this information. 6. What additional questions might you ask? How does the car get to the muffler bay? Who performs this step? How is the car returned to the customer? Who performs this step? What happens to the payment made by the customer? What tools or supplies does the technician need to perform each step of the process? Where do these inputs come from?