3.

4 PER
MILLION

Reviving the Process Map

ecently, I was conducting a

series of project reviews at a
client site. Several Green Belt
(GB) teams, their project Black Belts
(BBs) and Champions, and two
Master Black Belts (MBBs) participated in the reviews.
Toward the end of the reviews, I quietly leaned over to one MBB and asked
why the teams were using basic flowcharts instead of process maps. The
MBB nonchalantly replied that process
mapping took too much time and basic
flowcharts were much easier to use
and understand for all concerned.
Imagine my surprise! Here was an
MBB essentially discounting the use of
one of Six Sigmas most fundamental
tools. Concerned by this, I spoke with
several different colleagues later that
same week only to find they have
noticed the same alarming trend.
They, too, were being told that:
Flowcharts are easier to build.
Process maps take longer to complete. The delays hamper the
ability to show results quickly.
Teams dont like all the details
associated with process maps. The
process maps seemed cluttered.
After reflecting on this input, my
initial reaction was to conclude that I
was drawing too fine a distinction
between flowcharts and process
maps. Should I really care? After all,
didnt they both use the same symbols? Didnt both depict the flow of
the process and define the decisions
that have to be made? The answer, of
course, was a resounding yes.
Still unsettled and uncomfortable
with pushing my concern aside so
quickly, I continued to ponder the
issue. Process maps reveal much more
about a process than flowcharts do,
and they provide the GB team and
project BB with more guidance.
Process maps address the key foundational concept of Six Sigma: the concept of Y = f(X), or simply, outputs are
a function of inputs.
Youre saying to yourself, Hey, we
all know this. Lets move on. At
some cognitive level, this might be
true. Perhaps the basic concept of

by T.M. Kubiak

process maps has not been sufficiently internalized by practitioners,

allowing it to become an underused
tool, perceived as being inefficient

Often overlooked,
this tool is essential
for any Six Sigma
project.
and cumbersome. Instead, it should
be the foundational concept.
Categorizing and Classifying
Process Input Variables
Lets explore the basic anatomy of
a process map, as shown in Figure 1.
Input variables, the Xs, flow into a
transform function called a process.
One or more desired outputs flow
from the process.
Notice the inputs appear below the
flow line while outputs appear
above the flow line. This is simply a
matter of aesthetics.
Otherwise, inputs and outputs
appearing on the same line would
significantly clutter the map, partic-

FIGURE 1

ularly when multiple process blocks

appear adjacent to one another. This
setup isnt earth-shattering, but eliminating it is helpful.
Notice the list of input variables.
They should be familiar, because
they represent the typical categories
(also known as the 6Ms) of the main
bones in a fishbone diagram.
Youll note some authors include
management as another category
and call the list the 7Ms. Using the
6Ms as a structured approach provides some assurance that few
inputs will be overlooked.
Table 1 (p. 60) identifies each of the
Ms, along with alternative terminology that might be used in service or
transaction based industries, for
example. Commentary and insight
about each M also has been included.
One important aspect regarding
input variables not visible in Figure
1 is their classification. Classifying
input variables helps practitioners
focus on those inputs that are controllable and guides practitioners
away from spending time and energy on those that are not.
An example of a common classification scheme is shown in Table 2 (p. 61).
(continued on p. 62)

Demonstrating the Y = f(X) Concept

Inputs (Xs)

Transform function

Inputs are typically

placed below the
process flow line.

Machines
Manpower
Materials
Measurements
Methods
Mother Nature

Any
process

Outputs (Ys)
Y1
Y2
.
.
.
Yn

Outputs are typically

placed above the
process flow line.

Dont forget
to classify the
input variables.

QUALITY PROGRESS

I MAY 2007 I 59

3.4 PER
MILLION
TABLE 1

The 6Ms: Useful Categories When Thinking About Input Variables

Machines

Alternate
Terminology
Equipment

Manpower

People

Human type resources might take various forms such as skilled technicians, engineers or
administrative personnel. Even highly automated processes occasionally might call for human
support when preventive or corrective maintenance or actions are required.

Materials

Materials

Materials might include raw materials or even intermediate subassemblies. Materials are often
consumed or transformed during the execution of a process.

Measurements

Measurements

Always remember to ensure the measurement system is capable. If a measurement system is

considered capable when it isnt, erroneous results might occur. This might include overlooking
true critical input variables or concluding some variables are critical when they are not.

Methods

Processes

Mother
Nature

Environment

Processes come in all shapes and sizes. They might be well defined or very loosely defined. In
the context of a manufacturing environment, there is a category of processes known as special
processes.
Variables in this category can be associated with an internal or external environment. This is an
important distinction, particularly when determining whether such variables are noise variables.
For example, temperature and humidity would likely be considered controllable variables when
the underlying process takes place in a clean room environment. However, if process is conducted outdoors, temperature and humidity might be considered noise variables. They might be
impossible or too costly to control.

Input (X)

Comment
Machines or equipment do not need to be costly or even high-tech. Dont overlook the basics.
For example, service and transactional based processes might include the use of simple
devices such as a stapler or a highlighter. When considering input variables of this nature, it
is often helpful to develop a list of tools required.

Quality Education
for

Quality Professionals
Master of
Science
in
Quality
Assurance
Graduate
Green Belt
Certicate

FLEXIBLE
Complete ALL of your
coursework online at your
location.
AFFORDABLE
All distance students pay the
same low tuition rate of $227
per credit hour.
RIGOROUS
Learn from PhD-level
instructors who know the
theory AND its application in
the quality eld.

www.msqa.edu/online
678-915-SPSU (7778)
1-800-635-3204
1100 SOUTH MARIETTA PARKWAY
MARIETTA, GEORGIA 30060-2855

60

I MAY 2007 I www.asq.org

Insight Technology develops & produces highly sophisticated laser aiming &
illumination devices, night vision devices, laser rangender and thermal imaging
systems for the US Military, Federal law enforcement agencies, allied nations, state
and local law enforcement, as well as the general public. All positions provide
competitive salary, alternative work schedule, generous vacation time, 10 paid
holidays, health, dental, disability and life insurance, tuition reimbursement, and an
opportunity to participate in a matching 401K plan.

QUALITY SYSTEMS ENGINEER

This is a fast paced position requiring the ability to multi task, working several
projects simultaneously. The Quality Systems Engineer will develop test plans,
monitor product during the manufacturing cycle and be responsible coordinating all
aspects of testing. This includes both internal and contract testing and assuring that
both the specication and the customer are satised. At the conclusion of testing, a
test report with failure analysis is required. Responsibilities include: review contracts
for system requirements, review and approve performance/product specications,
generate quality validation plans, collect and evaluate test data and prepare test
reports, work with Design and Manufacturing Engineers to determine root cause and
corrective action solutions, create detailed schedules for testing and other services,
review work instructions, route sheets and other related documents, interface with
customer quality representatives, prepare and present quality status to senior
management / customers.
The Quality Systems Engineer will attend design reviews and provide substantial
input to the designers for manufacturability and compliance to specication. The
Quality Systems Engineer may be required to ll the position of Quality Engineer for
a Production line. This includes training of in process inspectors, generating and/or
reviewing work instructions and interfacing with the customer.
Requirements: BSME or BSEE, minimum of 5 years experience as a Quality Systems
Engineer, experience working with Thermal, Optical and Image Intensier Systems.
Preferred Qualications: MS Degree, ASQ certication, Opto/Mechanical design
experience, Six Sigma Black Belt.

Please submit salary requirements and resume to:

9 Akira Way, Londonderry, NH 03053
hrdept@insight-tek.com
EOE/AA/M/F/Vet/Disab. NO PHONE CALLS PLEASE
Electronic Resumes in Microsoft Word or pdf only

TABLE 2

Variable
Designation

Classifying Input Variables

Type of
Variable
Controllable

Noise

Noise variables cannot be controlled or might be too expensive to control. It is important that such
variables be defined so the Green Belt team or project Black Belt knows which variables should
not be addressed. Attempts to control noise variables often result in frustrated teams and failed
projects.

SOP

Standard
operating
procedure
(SOP)

An SOP is a unique and predefined way of performing a process. For example, it might be an
instruction document for assembling a bicycle or preparing an expense report. Just because an
input variable is defined as an SOP, no inference should be made regarding the quality of the
process encompassed by the procedure. SOP variables are a subset of controllable variables.
Designating an input variable as an SOP does not exclude it from the process owners control.
However, an SOP does suggest that minimal variation is probably associated with it.

Critical

Critical input variables are another subset of controllable variables. These are variables that have
been determined to have a significant impact on one or more output variables (Ys). Significance
might be demonstrated through statistical tools such as design of experiments or regression. Early
in the define, measure, analyze, improve and control processand particularly before the completion of the analyze phaseuse of this designation should be considered tentative at best. Only
after the analyze phase is complete can it be determined with some degree of certainty that a variable is a critical input. Be careful not to confuse this classification of variable with the X used in
the equation Y = f (X).

Comment
The process owner has control of these variables, regardless of whether control is exercised.
Characteristics or values of controllable variables can be set or manipulated to drive one or more
output variables (Ys) in a desired direction.

Pharmaceutical/Bio-Tech Opportunities

A growing investigational drug management provider has multiple openings in Frederick, MD, for the following positions:
Research Associates
Assist in investigational drug development program, QA/QC, analysis, analytical methods and documents development. Prep specs,
test SOPs, calibrate equipment, prepare protocols, develop formulations. Requires BS or equivalent in chemistry or related fields with
2 years experience, or any suitable combination of education/training or experience. Code#110.

Pharmaceutical Formulation Development Chemists

Develop formulations, conduct pilot batches, establish product specs, prepare batch manufacturing orders, establish scale up
specifications and validation protocols, participate in process validation, prepare reports, establish manufacturing process, coordinate
bio-equivalence, manage regulatory affairs. Code #111.
Analyze and develop validation of analytical methods/formulations/packaging of double blind clinical study medications/container for
clinical trials, prepare protocols for clinical study products, participate in drug development programs, prepare SOPs. Code #112.
Requires BS or MS or equivalent in pharmaceutical sci, chemistry, or related field, with 2 to 5 years experience.

Mail resumes, stating code number, to: HR, EMINENT Services Corporation
7495 New Technology Way
Frederick, MD 21703
EOE

QUALITY PROGRESS

I MAY 2007 I 61

3.4 PER
MILLION
(continued from p. 59)

Properly classifying input variables

requires recognizing the need to fully
understand a process in relation to the
culture and business needs of the organization.
Lets assume a technician represents
the manpower required to perform a
given process. What classification or
variable designation from Table 2 (p.
61) should a GB team assign it?
If the team determines the skill
and experience level of the
assigned technician can be appropriate to the needs of the process,
then the team would classify the
technician as a controllable input
variable. It would appear in the
process input list as technician
(C). The input variable is followed by the classification desig-

TABLE 3

nation in parentheses.
If the team determines management will never invest in training
technicians and the technician
assigned to the process is fixed,
the team might consider classifying the technician as a noise input
variable. If this is the case, then it
would appear in the process input
list as technician (N).
This example illustrates the need to
revisit processes periodically because
organizations continually change and
evolve. New and insightful management might recognize the need to
grow and improve the skill level of
its technicians. Hence, input variables previously classified as noise
might now be considered to be controllable. Likewise, the opposite
might become true.

When counseling teams, I have

generally found it more effective to
focus on addressing whether an
input variable can be controlled
instead of trying to determine
whether it will ever be controlled.
This avoids the complications of
having a team second guess management.
Gaining Insights
From Process Maps
Figure 1 (p. 59) demonstrates the
basic architecture and components of
the process map. If we expand
Figure 1 to represent a series of
linked processes or even subprocesses, we obtain something such as the
map in Figure 2.
Though still simple in nature,
Figure 2 depicts a representation of

Identifying Potential Issues With Inputs and Outputs

Variable

Comment

Input to processes 1, 2 and 3. However, it was not an output from any of the processes within the scope of the project at hand.
If it is output from a process outside the scope, the project team should find its source to ensure its availability when required.

Input to processes 1 and 3. However, it was not an output from any of the processes within the scope of the project at hand. If it
is output from another process outside the scope, the project team should find its source to ensure its availability when required.

Input to processes 1 and 4. However, it was not an output from any of the processes within the scope of the project at hand. If it
is output from another process outside the scope, the project team should find its source to ensure its availability when required.

Input to process 1. However, it was not an output from any of the processes within the scope of the project at hand. If it is output from another process outside the scope, the project team should find its source to ensure its availability when required.

Input to processes 1, 2, 3 and 4. However, it was not an output from any of the processes within the scope of the project at
hand. If it is output from another process outside the scope, the project team should find its source to ensure its availability
when required.

Output from process 1 and input to processes 2 and 3.

Output from process 1 and input to process 2.

Output from process 1 and input to process 3.

Output from process 2. This variable is no longer found in the remainder of the process map. It might be an extraneous output
that is no longer needed, and process 2 was never changed to eliminate its production. Alternately, it could be used in another
process beyond the scope of the project at hand. Either way, action is required.

Output from process 2 and input to process 4.

Output from process 3 and input to process 4.

Output from process 4. It might be used in another process.

Output from process 4. It might be used in another process.

Input to process 4. However, it was not an output from any of the processes within the scope of the project at hand. If it is output from another process outside the scope, the project team should find its source to ensure its availability when required.

Input to process 4. However, it was not an output from any of the processes within the scope of the project at hand. If it is output from another process outside the scope, the project team should find its source to ensure its availability when required.

62

I MAY 2007 I www.asq.org

FIGURE 2

Outputs
(Ys)
Inputs
(Xs)

Analyzing Inputs and Outputs

F
I
K
L
G
J
M
Process H
Process
Process
Process
1
2
3
4
A
A
A
C
E
B
B
E
F
C
E
J
G
D
F
K
E
H
N
O
The process
boundary scopes
the process map.

processes we are more likely to

encounter in any organization. For
the sake of convenience, inputs and
outputs in Figure 2 have been
defined simply as letters. Since input
variable classifications are not the
focus of this section, they have been
omitted.
Upon reviewing Figure 2, several
immediate observations can be
made, including:
Processes should have boundaries. Define them.
Identical inputs might be required for different processes.
Multiple process outputs might
occur.
Outputs of one process might
become inputs of another process.
Some outputs might be linked to
processes outside the process
boundaries.
Table 3 summarizes these observations to each of the variables in
Figure 2. Note that some of the comments in Table 3 are essentially
statements of fact, while others
demand action, seek information or
require further investigation.
Summary
Perhaps this column has provided
motivation and a call to action for
the Six Sigma practitioner to revive
the process map and use this simple
qualitative tool to extract information and guidance not present in a
basic flowchart.
A set of starting categories useful
for identifying input variables was
presented, and an input variable

classification scheme was suggested.

The process map was reconnected to
the fundamental equation of Six
Sigma: Y = f(X). Additionally, input
and output variables identified on a
process map were analyzed in the
context of a bounded process.
I have seen where the absence of a

process mapor the preferred use of

a flowcharthas delayed, or in some
cases, caused a project to fail. And
Ill bet you have seen it, too.
A well-developed process map can
help avert these failures. It can serve
as an effective communication tool
and be a constant reminder of where a
team should focus its time and energy.
BIBLIOGRAPHY

Benbow, Donald W., and T.M. Kubiak,

The Certified Six Sigma Black Belt Handbook, ASQ Quality Press, 2005.
Galloway, Diane, Mapping Work Processes,
ASQ Quality Press, 1994.
T.M. KUBIAK is an
independent consultant
in Charlotte, NC, and
the co-author of The
Certified Six Sigma
Black Belt Handbook.
Kubiak serves on many
ASQ boards and is the
immediate past chair of
the Publication Management Board. He is a
senior member of ASQ.

What does an Electrical

Engineer and a Fortune
500 CEO have in common?
They both use SAI Global
ADD VALUE IN THE DISTRIBUTION OF
STANDARDS & TECHNICAL INFORMATION
DELIVER AWARENESS, COMMUNICATION &
MONITORING SOLUTIONS FOR TECHNICAL

&

LEGISLATIVE REQUIREMENTS

ENHANCE YOUR PEOPLE THROUGH TRAINING &

PROFESSIONAL SERVICES

ASSURE

SYSTEMS THROUGH INDEPENDENT

REGISTRATION

Find out what your organization has in

common with SAI Global
Visit www.saiglobal.com

QUALITY PROGRESS

I MAY 2007 I 63