M07Process Map流程图专业知识讲座

ProcessMapping1第1页Customersatisfactionandremarkableprofitcomeswhentheprocessesefficientlyfulfillcustomers’needs:Processes

attherightpricewithinthespecifieddeliverytimeattheprescribedlevelofqualityTheprocessesexisttoconveyvaluetothemarketplaceValuestreamsflowthroughtheprocessesinordertobetransformedintoproductsandservicesthatmakeprofit2第2页1_02_04_001WhatisprocessmapandhowdoesitconnecttoCTQanddefectopportunities?Whatroledoesaprocessmapplaywhenmakingimprovements?Whataretheprimarybenefitsassociatedwiththeuseofprocessmaps?Whatarethekeyelementsofaprocessmap?Howmuchdetailshouldbeaddedtoaprocessmap?Howshouldaprocessmapbeputtogether?KeyQuestions3第3页WhatistheValueStream?

Thevaluestreamisthematrixofprocessactivitiesrequiredtospecify,design,order,andprovideaspecificproductorservice,fromconcepttolaunch,ordertodelivery,andrawmaterialstothehandsofthecustomer.“..fromconcepttocash”

ThePROCESSMAPPINGtoolisusedthroughoutthe5Leantransformationstepstocustomersatisfaction:1)

IdentifyandSpecifytheValue2)IdentifytheValueStream3)MaketheValueFlow4)CausetheCustomertoPull/DemandValue5)PursuePerfection4第4页PROCESSAblendingofinputstoachievethedesiredoutputsPeopleMaterialMachineMeasurementMethodEnvironmentPoliciesProduceaproductPerformaserviceCompleteataskINPUTSOUTPUTSKeyProcessInputVariablesKeyProcessOutputVariablesWhatisaprocess?(Internal/Ext.Customer)(Internal/Ext.Supplier)5第5页PROCESSAblendingofinputstoachievethedesiredoutputsAnoutputshouldbeviewedasaMeasureofPerformanceOUTPUTSKeyProcessOutputVariablesWhatareprocessoutputs?

OutputExamples:Billingprocess:Measurethetimetocompleteabillandnumberoferrorsperbill.

Machiningprocess:

Measuretheinnerandouterdiametersofamachinedpart.

Mailsortingprocess:Measurethetimeittakestosortthemailandtheproportionofmisroutedmail.Everyprocessoractivityhassomemeasureofperformance.Performancemeasures(outputs)shouldbeselectedrelativetocustomer(internalorexternal)requirements.INPUTS6第6页PROCESSAblendingofinputstoachievethedesiredoutputsPeopleMaterialMachineMeasurementMethodEnvironmentPoliciesProduceaproductPerformaserviceCompleteataskINPUTSOUTPUTSKeyProcessInputVariablesWhatareprocessinputs?InputsaresourcesofprocessvariationInputvariationdrivesoutputvariationandcustomerdissatisfaction7第7页MachiningProcessX1:DrillfeedrateX2:DrillspeedX3:MaterialHardnessX4:TypeofcoolantX1:DataEntryMethodX2:AmountofpersonneltrainingY2:OuterDiameter(O.D.)Y1:InnerDiameter(I.D.)Y2:NumberoferrorsperbillINPUTSOUTPUTS(Y)KeyProcessInputVariablesKeyProcessOutputVariablesProcessExamplesBillingProcessX3:DatacollectionmethodY1:Time(minutes)tocompleteabill8第8页TheFocusofSixSigma…..Y=f(x)Allcriticalcharacteristics(Y)aredrivenbyfactors(x)whichare“upstream”fromtheresults….Attemptingtomanageresults(Y)onlycausesincreasedcostsduetorework,testandinspection…Understandingandcontrollingthecausativefactors(x)istherealkeytohighqualityatlowcost...x:inputsY:outputs9第9页TheBreakthroughStrategyStepI:ProcessMeasurementStepII:ProcessAnalysisStepIII:ProcessImprovementStepIV:ProcessControlVerifycriticalinputsusingDOEOngoingverificationofthestabilityandcapabilityoftheprocessFinalizetheprocesscontrolplanDeterminetheoptimumoperatingwindowCompleteFMEAandevaluatecontrolplanPlanprojectandidentifykeyprocessinput/outputvariablesPerformshort-termcapabilitystudiesandevaluatecontrolplanCompleteMulti-varistudiesandidentifypotentialkeyinputsReviewdataand

prioritizekeyinputvariablesPerformgagestudiesessentialmeasurementsystemsUpdatethecontrolplan10第10页DescriptionofProcessMappingWhatisthetool?GraphicalillustrationofanACTUALprocessWhatwillthetoolidentify?AllvalueaddedandnonvalueaddprocessstepsProcessinputs(X’s)Processorproductoutputs(Y’s)DatacollectionpointsWhendoyouapplyprocessmapping?AlwaysWhatwillaprocessmapprovideforyou?AnagreeduponfoundationforteamactivityIdentificationofoutputsneedingmeasurementstudiesIdentificationofoutputsforcapabilitystudiesOpportunitiesforeliminationofnonvalueaddstepsEstimatesofDPU,cycletime,andCOPQateachstep11第11页

Aprocessflowdiagram(processmap)isavisualrepresentationofallthemajorstepsanddecisionpointsinaprocess.Ithelpsus:

understandtheprocessbetterIdentifycriticalorproblemareasidentifywhereimprovementscanbemadeAteamcanuseaflowdiagramto:

Evaluatetheprocessperformance(cost&cycletimeateachstep)DeterminewhereprocessbottlenecksoccurIdentifynon-valueaddedactivitieswhichshouldbedeletedormodifiedIdentifynewprocessstepstobeaddedtoimproveoverallperformance.Whatisaprocessmap?12第12页Whatisthepurposeofaprocessmap?

Alloweveryoneinvolvedwithaprocesstoagreeonthestepsittakestoproduceagoodproductorprovideagoodserviceorexecuteagoodtaskforacustomer(internalorexternal).

Agoodprocessmapwillcreateasolidstarting

blockforteambreakthroughactivitiesandwillguidetheteamthroughtheinitialstagesofproblemstudy.Aprocessmapshouldbeavisuallivingdocument

usedtomonitorandupdatechangesintheprocess.AprocessmapallowsateamtoidentifyanypotentialKPIVsandKPOV’s

whichwilleventuallyleadtothedeterminationofY=f(x1,x2,…)13第13页TerminologyProcessMap:graphicalrepresentationoftheflowofaprocess.Adetailedprocessmapcontainsinformationthatisbeneficialtoimprovingtheprocess(DPU,cycletime,costs,inputs,andoutputs).Valueaddedstep:anoperationwhichtransformstheproductinawaythatismeaningfultothecustomer.Output(Y):keyprocessoutputvariableoranyitemorfeatureonaproductwhichisdeemedtobecriticalbythe“customer”.Input(X):keyprocessinputvariableoranyitemwhichhasanimpactonY.ControllableX-knobvariableoraninputwhichcanbereadilychangedtomeasuretheeffectonanoutput(Y).NoiseX-inputswhichareverydifficulttocontrol.S.O.P.X-standardoperatingprocedureoraclearlydefinedandimplementedworkinstructionsusedateachprocesssteps.14第14页WhoshouldcreateaProcessMap?

Thefocusedteamworkingonabreakthroughproject.ANYONEwhohadorhasaroleindefining,executing,orchangingtheprocess.ThisincludesOperatorsPlannersMaintenanceTechniciansEngineersSupervisorsManagersSuppliersetc...15第15页PreparingtheProcessMapTeamEffort:ManufacturingEngineersLineOperatorsLineSupervisorsMaintenanceTechniciansInputstoMappingBrainstormingOperatorManualsEngineeringSpecificationsOperatorExperience6M’sMan,Machine(Equipment),Method(Procedures),Measurement,Materials,MotherNature(Environment)16第16页KeyProcessMapUses

Evaluatetheprocessperformance(costandcycletime)ateachstep.Determinewhereprocessbottlenecksoccur.Identifynon-valueaddedactivitieswhichshouldbedeletedormodified.Identifynewprocessstepstobeaddedtoimproveoverallperformance.UnderstandtherelationshipoftheprocesstothevaluestreamMakebefore-improvementvs.after-improvementprocesscomparisons17第17页KeyProcessMapUsesProcessdevelopmenttoolInputstoCauseandEffectsMatrix(CSM)InputstoFailureModesandEffectsAnalysis(FMEA)CanbeusedtotrackteamactivitiesUnderstandALLthestepsinaprocessBasisforproceduralupdatesPrioritizewhattoworkonGapanalysistoexistingprocedures/processes(Continued)PAGE18第18页Part1PartPart11Part2PartPart22Part3PartPart33Part4PartPart44EnvelopeEnvelopeEnvelopeComplexityandCapability?98%Step1OutputStep2x=?Thegoalshouldbetoreducethetotalnumberofopportunitiesandconcurrentlyincreasethecapabilityofeachopportunitywhichremains.

19第19页BoundingtheProjectWhyitisimportanttoboundtheproject?

DefinesthescopeofaprojectGeneratesbuy-infromteamFocusesteam’seffortsCircumventsworldmapping20第20页BoundingTheProject(con’t)ReviewProjectScope,ProblemStatement,ObjectiveIdentifythecustomerDefineCustomerExpectations/NeedsSpecifytheDeliverableTiedtotheCustomer’sExpectationsDetermineWhataboutthatDeliverableIsImportanttotheCustomer(CTS’s)MaptheProcesstoIdentifyKeyStepsinGeneratingtheDeliverableDetermineWhereintheProcesstheCTS’sareImpactedDetermineWhichCTS’sHavetheGreatestOpportunityforImprovementProject(s)Measure-Analyze-Improve-ControlCTS=CriticaltoSatisfaction21第21页Constructingaprocessmap

(firstpass)Step1:Definethescopeoftheprocessyouneedtoworkon.

Listandunderstandthecustomerrequirements(internalorexternal)thatgivetheprocessitslifeorpurpose.Whatisthedesiredoveralloutputorproductofthesubjectprocess?Step2:Identifyalloperationsneededintheproductionofa“good”product,serviceortask.

Havethe“processexperts”mapthemajorprocessstepsonpost-itnotes.Donotdocumentuntiltheend,asthereareusuallymanychanges.Keepthismapatahighlevel.Focustheteamonthepurposeofeachstep.Identifytheveryfirststepintheprocess.Ask“whatistheverynextthingthatwedo?”ThiswillhelpsurfacetheoutputcharacteristicsforeachstepFocuson“valueadd”stepsanddon’twastetimeontestandinspectionsunlesstheyaresignificanttimeusers.Identifyhiddenreworkloopsintheprocess.Documentonpost-itsandaddtotheprocessmap.Continueuntiladecisionpointisidentified.Determinethe“yes”and“no”paths.22第22页Constructingaprocessmap(SecondPass)Step3:Onthenextpass,focusonandlisttheoutputs

Determinecriticalcustomerperformancemeasuresofeachprocessstep.Documentonpost-itsandaddtotheprocessmap.ThesearecalledkeyprocessoutputvariablesorKPOVs.Usequantifiablequalitymeasures.Step4:Focusonandlisttheinputs

(potentialsourcesofvariation)ateachprocessstep.Visualizethethingsthatcancausedefects.BrainstormingtechniquesandtoolssuchasCause&Effectdiagrams,CharacteristicSelectionMatrixetc.helptoidentifytheinputs.Documentonpost-itsandaddtotheprocessmap.ThesearecalledkeyprocessinputvariablesorKPIVs.TheseKPIV’smaybefurthercategorized.Step5:Create

theprocessmap

usinganeasytoreadflowUsestandardsymbolssuchasrectanglesforworkstepsanddiamonds

fordecisionsteps.Drawon

paperoruseaflowchartingsoftware(Visio).Keeptheprocessfocusedandhighlevel.Theriskistoattempttogeneratetoomuchdetail.Amoredetailedprocessmapcanbecreatedlateronthoseprocessstepswhichholdthegreatestopportunityforimprovement.23第23页FiveProcessMapStandardSymbols24第24页ProcessFlowDiagram1_02_04_002ABeginsLoadskinsinracksInspectInstallinjiganddrillReturnforreworkAApplyspraydotTrim,removelug,deburr,clean&applysealingVerifypriortrimManualrivet,identifyandmarkBReworkdotsDrillidentificationholesAutomaticrivetingApplyliquidshimFinaldrill,countersinkBCEndsFastener/bracketinstallationClean,ident.andscratchrepairShiptonextstepCInspectVAVAVAVAVAVA25第25页DeploymentFlowDiagram1_02_04_004BusinessUnitI.T.FinancesTopMgt/CorporateProcure-

mentDefineneeds21days15days6days5days17days7days71daysPreparepaperwork(CAAR&installationrequest)Review&approveCAARReview&approvestandardReview&approveCAARReview&approveCAARAcquireequipmentSupplierCAAR

>$50,000Configure&installReceive&useIssuepaymentSupplier26第26页StepReductionThroughMappingIssuerawmaterialInspectRoughsawmaterialTransporttodeburrDeburrTransp.tostretchpressStretchformTransporttoheattreatHeattreattoAQcond.TransporttofreezerStretchformcompleteHoldinfreezerHydroformInsponCFTransporttosawSawnetTransporttodeburrDeburrTransporttoageAgeTransporttoinsp.hardnesscheckTransptom/cshopMachineTransptodeburrDeburrTransporttoinsp.InspTransptofinishChemicalcleanChemicalfilmPrimerapplicationPartmarkingInspTransptostoreBacktoarearesp.oknotokoknotokoknotok1_02_04_005oknotokoknotok27第27页NextStepsProcessMapCauseandEffectsMatrixFMEAInitialAssessmentofCapabilitiesandControlPlansOUTPUTSINPUTS28第28页Example:TopDownFlowChart–PizzaDeliverySuppliersTakeOrderMakePizzaBox&HoldDeliverPizzaCustomersXWholesale

WarehouseYCarton

SupplyAnswerPhoneWriteOrderPostOrderto

KitchenPrepareCrustSpreadSauceAddIngredientsBakePizzaSecureBoxCutPizzaBoxPizzaHotRackor

DeliveryPackVerifyOrderCheckCustomer

LocationDeliverPizzaResidentsBusinessesIdentify4-6majorphasesofyourprocessForeachphase,listthemajoractivitiesintheordertheyoccur.Identifysuppliers.Identifycustomers.

Estimatetheaveragetimeittakestocompleteeachphase.Listthetimesontheflowchart.PizzaDelivery第29页MINUTESParticipantsCustomerOrderTakerPizzaMakerPizzaBoxerManagerDeliveryPersonCustomercallsinorderWriteorderCollectcustomerinformationAttachtickettopizzaboxPlaceboxatholdingcounterPlaceorderinqueueOrderwaitsRetrieveorderbypizzamakerShapedoughPlacedoughinpiepanShapepiecrust Addsauce AddcheeseAddtoppingsPizzawaitstogointheovenPlacepizzainovenBakepizzaRemovepizzafromovenP1-OrderPizza P2-MakePizzaExample:–DeploymentFlowMaporWallMap–PizzaDelivery第30页MINUTESParticipantsCustomerOrderTakerPizzaMakerPizzaBoxerManagerDeliveryPersonPlacepizzainboxCutpizzaPlaceonhotrackMatchorderticketsAssigndeliverypersonPlacepizzainhotbagConfirmcustomerlocationDeliverpizzaCustomerreceivespizzaP3-Box&HoldP4-DeliverPizzaExample:–DeploymentFlowMaporWallMap–PizzaDelivery第31页Process:PizzaDelive