流程图入门(1)ppt

1、流程图设计制作2012.11.20 整理 1. 0 制作流程图 Process Flow Charting 过程的图像描述 Graphical illustration of the process 所有增值和不增值的过程步骤 All value-added and non-value-added process steps 识别系统设计和再设计的机会Identify opportunities for System Design/ redesign 关键输入 Key Process Inputs (xs) 关键输出 Key Process Outputs (Ys) 数据采集点 Data Co

2、llection Points 输入FMEA的第一批输入参数 First Key process input variables to put in FMEA 一直 Always 看建议的新的设计或再设计是不是比现有系统好 Identify whether proposed new system design/ redesign is better then current system 识别需要测量系统研究的系统Identify systems needing Measurement Studies 识别需要能力性研究的关键输出 Identify Key process outputs fo

3、r Capability Studies 识别控制计划中缺的项 Identify missing elements in the Control Plan 识别过程中不增值的步骤 Identify possible non-value-added process stepscustomerNoYesNoYes1.1 流程图布置 描述Increasing Process Description Detail流程图 (也称方块图) Flow Chart (aka Block Diagram) 显示过程步骤,而不是细节 Shows process steps, without worrying ab

4、out details 是了解过程步骤的有用一步 Useful as a first pass to understand process steps跨职能图 (也称”泳道图”) Cross Functional Map (aka “Swim lane”) 把流程图过程步骤重安排到职能泳道里Rearranges flow chart process steps into lanes of functions 清楚地显示连接关系 Clearly shows hand-offs 过程步骤从左到右按时间前进 Process steps move left to right as time progr

5、esses跨资源图 Cross Resource Map 在职能中更进一步, 显示实际资源和资源之间的连接关系 Further drill down into functions, showing actual resource to resource hand offscustomerNoYesNoYesFunction 1Function 2Function 3Function 4Function 1Function 2Function 3Function 4Resource 1Resource 22. 制作跨职能流程图 Cross Functional or Deployment Map

6、ping记载 Documents: 各个职能,部门和参与流程环节活动的人之间的关系 Inter-relationships among functions, departments, people who are involved in sequential process deployment activities. (who does it) Also known as Swim lane揭示 Reveals: 障碍,返工渠道,延迟,未用空间,需要和产生的信息以及弯路Barriers, rework paths, delays, blank spaces, information need

7、ed and created, and detours步骤 Steps: 选择范围 Chose Scope 明确过程步骤 Identify Process Steps 确定顺序 Determine Sequence 确定关系 Determine Relationships 画图 Draw the Map 添加有关时间添加有关时间,费用费用,质量质量,详细输入和输出的数据详细输入和输出的数据 Add data on time, cost, quality, detailed inputs & outputs2. 制作跨职能流程图的步骤Cross Functional Mapping St

8、eps1.开始于过程的流程图 Start with Flow Chart of process2.识别过程所涉及的功能部门(价值链)并记录在纸的左侧 Identify Functional groups (Value Chain) that process crosses and record on left side of page3.画泳道线把不同的职能部门分开 Draw lines to represent the lanes between functional groups4.从图的左侧开始,把流程图的第一步放在合适的泳道里 Start on left side of map, pl

9、ace first step from flow chart in appropriate lane5.继续把流程的步骤按以下的规则放在泳道里 Continue to place process steps according to following guidelines-时间从左到右上升 Time increases from left to right across map-同时发生的步骤应上下叠在一起 Steps that occur simultaneously should be stacked on top of each other-箭头总是左进右出 Arrows always

10、 exit on right and enter on left sides of process symbols-互相连接的但至少相隔一个泳道的步骤应用虚线连接 Processes that are connected, but are more than one lane apart should be connected with dotted lines2.1 跨职能流程图(泳道图)Cross Functional Map (Swim Lane) 是一种描述不同职能或部门之间的连接关系 A map that conveys process hand offs between funct

11、ions or departments 把流程图中的步骤重编排成按职能排的泳道 Rearranges flow chart process steps into lanes of functions 行或列代表职能 Rows or columns represent functions 不同活动归属不同的职能带 Activities fall in appropriate “bands” of functions 同时发生的活动从上到下归组 Concurrent activities grouped “top to bottom” 有时也被称为职能图或泳道图 Sometimes called

12、“Functional” or “Swim Lane” flowchart or map Function 1Function 2Function 3Function 4 过程步骤按时间顺序从左到右过程步骤按时间顺序从左到右 Process steps move left to right as time progresses 明确显示部门之间的交接明确显示部门之间的交接 Clearly shows hand-offs between departments or groups 也称为泳道图或职能图也称为泳道图或职能图 Also known as a “Swim Lane” or someti

13、mes “Functional Map” 2.2 跨职能流程图 Cross-Functional Process Map价值链Value Chain流程图步骤Process MapProcess StepsManufacturerDealer-Sales-Finance-Customer ServiceBuyer价值链环节相关方价值链环节相关方StakeholdersProcess Step 1Offer Financing OptionsProcess Step 2Process Step 3Process Step 42.3 案例分析:制作跨职能流程图Case Study: Cross F

14、unctional Mapping (cont.)EmailedOrdersPrintEmailsPicker selectsorderLooks forInventoryFindsInventory?ContactSupervisor /Check forinventoryInventory insystem?YesOrder and Productto ShippingOrder to CustomerServiceSearch formisplacedinventoryFind?CustomerWeb SiteOrderFulfillmentAccountingSystemCustome

15、rServiceOrder and Productto ShippingYesNoYesNoNoEmail toOrderFulfillment3.0 跨资源图 Cross Resource Map 是一种描述系统或组织内资源传递的图 A map that conveys process hand offs between individual resources in a system or organization 行或列表示各个资源 Rows or columns represent individual resources 各项活动归属不同的资源带 Activities fall in

16、 appropriate “bands” of resources 同时发生的活动从上到下归组 Concurrent activities grouped “top to bottom” 显示资源传递 Shows handoffs, resources involvedFunction 1Function 2Function 3Function 4Resource 1Resource 2 过程步骤按时间顺序从左到右过程步骤按时间顺序从左到右 Process steps move left to right as time progresses 明确显示资源之间的传递明确显示资源之间的传递 Cl

17、early shows hand-offs between resources 经常同时显示职能和资源经常同时显示职能和资源 Often shows both Functions and Resources 只是只是低一级的跨职能图低一级的跨职能图 Just a cross functional map at a lower level3.1 制作跨资源图的步骤Cross Resource Mapping Steps1.始于流程图或跨职能图 Start with Flow Chart or Cross Functional Map2.识别过程所接触到的资源并把它们记录在纸的左侧 Identif

18、y individual resources that the process touches and record on left side of page3.画泳道线把资源分开 Draw lines to represent the lanes between resources4.从图的左侧开始,把流程图中的第一步放在合适的泳道里 Start on left side of map, place first step from flow chart in appropriate lane5.继续把其余的过程步骤按以下的规则放在泳道里 Continue to place process s

19、teps according to following guidelines-时间从左到右上升 Time increases from left to right across map-同时发生的步骤应上下叠在一起 Steps that occur simultaneously should be stacked on top of each other-箭头总是左进右出 Arrows always exit on right and enter on left sides of process symbols-互相连接的但至少相隔一个泳道的步骤应用虚线连接 Processes that ar

20、e connected, but are more than one lane apart should be connected with dotted lines3.2 案例分析:制作跨资源图Case Study: Cross Resource Mapping (cont.) 3.3 跨资源图跨资源图 Cross Functional /Deployment MapCUSTS MGRTECHMECHCASHDATA BASESAWRITES COMPLAINTNOTIFIES CUSTOMERSCHED ANALYSIS AND REPAIRREVIEWS COMPLAINT AND SP

21、ECIFIES REPAIRREPAIRS VEHICLECOMPLETES INVOICEENTERS JOB IN WORK LOGARRIVES AT DEALERWAITS IN LOUNGEPAYS CASHIERDDVEHICLE DATADDAutomobile Repair ProcessFLOW: CurrentProposedXEventOccasions Time/DistanceDefine UnitsCostTotalsTotal Floorspace_ sq, ft,Value Added Index:(B/D) x 100% 1.53 %Delivery Inde

22、x:(A/C) x 100% 1.53 %4.0 过程流程图过程流程图Flow Process ChartCharted By: _Henrietta Smith_Date: _12/19/03_Operation or Process Record time/unit.Delay (Re-work, Changeover, Wait) Record type, average duration and frequency. Tabulate per unit value.Inspection Tabulate duration and frequency. Tabulate per unit

23、 value.Transport Tabulate distance moved and quantity moved.Storage/Inventory Tabulate average Quantity in storage or queue(A)(B)(C)(D)Receiving Dock/Shipping Dock1000 units1000 units0.5 hours4 hoursPPIStagingPPIInspection2 hours250 units 48 hours600 unitsDept. A Staging1 hour250 units3 hours100 uni

24、tsMachine 1C/T = 0.5 hours10 unitsMachine 2C/T = 0.5 hours10 units0.5 hours10 units41312C/O1 hourCost/Hr. = $80” = 25 ft.1 hour1 hour56 hours2600 units2 hours250 units5 hours$80$80$4480$160$400$52004 hours1000 units65 hoursDEPT APPI5.0 带时间的跨职能图 Cross Functional Map with TimeCustomerSalesProduction C

25、ontrolPlant AWarehousePlant BTransportProcess OrderPrintorderorderMoveWIPExtrudeProductProductReceive ProductProduct50 daysFunctionsProcess TasksNon-Value-Added TimeTimeDirection of Process FlowWaitWaitWaitMoveWaitMoveWIPWIPWIPWIPWIPOrderProduct6.0 数据流-实体流的泳道图Data Flow Physical Flow Swim Lane ChartP

26、rocessInitial Order EntryTrip PlanGenerationShipmentMgmtOutput /MeasureEmpty CarFulfillmentDataFlowPhysical Flow- Account Management Physical Flow-PricingPhysical Flow-Order ManagementPhysical Flow-Shipment ManagementPhysical Flow-SettlementProject Tracker Revision 5Project Start Date:21/01/2004Project TypeData Collection Plan for YDevelop Project ScheduleLaunch CharterImprovementDefineIdentify Y and draft charterCharter ApprovedProcess MapC & E Matrix or FTA30 Day MBB ReviewPreliminary FMEA or FTAMSAData Collection Plan for Key XsMBB ReviewMeasure21/01/200404/02/200411/02/20