6 sigma - process mapping

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Six SigmaSix Sigma

Process Mapping

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Six Sigma Methodology and Roadmap for Common Tool Usage

Define Measure Analyze Improve ControlProject Charter

Process Map

Potential Failure Mode and Effect AnalysisData Collection & Sampling

Components of Variation

Design of Experiments

Rolled Throughput YieldQuality Function Deployment

Cause & Effect Matrix

Statistical Process Control

Value Stream Map

Measurement System Analysis

CelebrateControl Plan

Hypothesis Testing/Confidence Intervals

Capability Study


Define

Measure

Analyze

Improve

Control

Six Sigma Mining for Key Process Input Variables x’s

Found Critical X’s

Controlling Critical X’s

All X’s

1st “Hit List”

Screened List

Found in Process Map

Reduced in Cause & Effect Analysis

Filtered in Failure Modes & Effects Analysis

Validated with DOE, Hypothesis Tests, Confidence Intervals


ObjectivesObjectives

• Provide overview of types of maps

• Link Process Mapping with process improvement

• Explain how to create a process map

• Show examples

• Do an exercise


Types of MapsTypes of Maps

• Process Map–One of the first steps in the Six Sigma

process–Critical for process improvement to

reduce/remove variation• Project Finder

–Project selection• Value Stream Map


Project WorkProject Work Common Characteristics Common Characteristics

• More questions than answers• Dynamic• Parallel activities, rather than sequenced• Communication necessary• Documentation necessary• May be difficult to know where to start• You may not be the expert


These are some questions we will These are some questions we will need to answer! need to answer!

Remember, we are trying to learnRemember, we are trying to learn How will we identify the x’s?

)x,...,x,x,f(x=Y k321


A Process Map IsA Process Map Is

• Used to begin EVERY project!

• A graphical tool to illustrate the way a process is currently working

• Dynamic

• A team effort done by “walking the process”

• A tool to GAIN PROCESS KNOWLEDGE!


Uses of Process MapsUses of Process Maps

• Learn about a process through questioning–Data collection

• Determine details of a project–What factors to investigate or omit–Where and how to sample– Identify process owners

• Evaluate ALL types of processes–Management, Administrative, Financial, Service, Design,

Manufacturing


Process Maps DescribeProcess Maps Describe

• Major activities/tasks

• Value added and non-value added steps

• Process boundaries

• Inputs (x’s)

• Outputs (y’s or Y’s) being measured or in need of measurement systems

• Where data is (or should be) collected

• Current operating parameters


Process Map = Process Flow ChartProcess Map = Process Flow Chart

Process MapProcess Map• Shows inputs and outputs• Shows the steps of the flow

of the process • May or may not show

decisions • Shows the steps of how the

process actually works• Helps streamline flow• Helps make process

improvements by understanding, and controlling inputs to eliminate variation

• Does not show inputs and outputs• Shows the flow of the process

• Shows decisions and alternate pathways

• May not show the process steps as-is. Rather, it may reflect the process as it should be (for your ISO procedure, for example)

• Helps streamline flow• Does not focus on reducing

variation

(Process) Flow Chart


Process Maps and Flow ChartsProcess Maps and Flow Charts

Process mapsDrive reduction

in variation

Value Stream Flow charts

Reduce Waste

Our primary focus will be on Process Mapping

FEED


Process Mapping TermsProcess Mapping Terms

• Input variables may influence process steps –x’s or factors

• Output variables or customer requirements – “Big Y’s” when referring to final output– “Little y’s” when referring to measurements

taken upstream)x,...,x,x(fY k21

Understand and control the x’s to control the Y’s

Process Mapping StepsProcess Mapping Steps 1. Identify the process and its primary inputs and outputs (50,000 ft. view)

2. Identify all steps in the process (5,000 ft. view)

3. List output variables at each step

4. List input variables (and operating parameters) at each step

5. Classify each input variable as Controllable, Noise or a Standard operating procedure

A Belt should have the Process Map complete within the first meeting with the team


Step 1: (High Level) Identify the Process Step 1: (High Level) Identify the Process and Inputs/Outputsand Inputs/Outputs

• Identify external inputs–Raw materials–Energy requirements– Incoming information

• Identify end customer requirements (outputs, or Y’s)–on-time–correct quantity–perfect quality–CTQ


Examples - Step 1Examples - Step 1

MoldingStamping CPrep CSolvent CNozzle S .

CoverageThicknessHardnessColorLeak Test .

Inputs Outputs

Manufacturing

Order EntryEDIFAXEmail . .

Price & availabilityConfirmation of orderPromise dateOrder number . .

Inputs OutputsNon- Manufacturing


Step 2: Identify All Steps in the ProcessStep 2: Identify All Steps in the Process • Identify the process flow steps

– Tips – Try to show in 3 – 8 Steps– Start with the end and the beginning. Then, fill in the middle.

• Include all value-added and non value-added steps– Process steps, inspection/test, rework, scrap points

• WALK THE PROCESS!– A Process Map isn’t done on the computer!– While you walk the process you will also be identifying x’s and y’s (next steps)


Manufacturing Example - Step 2Manufacturing Example - Step 2

534818-60 Process Map

Process Design Supplier Phosphate Cement Extrusion

Steps

Process Mold Press Trim CNC Turn

Steps


Non-Manufacturing Example - Step 2Non-Manufacturing Example - Step 2

STEP 1Answer Phone / Greet Customer

STEP 2Determine

Part Number / price / need date

STEP 3Get PO #

STEP 4Identify

ship to address, method of shipment

STEP 8Verify plant receipt

of order

STEP 7Verify order info - fax to customer / transmit to plant

STEP 6Input order on computer

STEP 5Complete order

worksheet


Step 3: List Output VariablesStep 3: List Output Variables • Include all output variables (the y’s).– Defines the scope and objectives of the process– Indicates where measurements are taken during the process– Labels and differentiates between what is and what is not currently measured– Defines “In-Process” parameters (y’s) which are measured UPSTREAM from the final output (Y)

Tip: May be easier to list the outputs and inputs (Steps 3 and 4) by step before moving on to the next step


Manufacturing Example - Step 3Manufacturing Example - Step 3

534818-60 Process Map


Steps

Outputs Manufacturability Good stampings Even application Even application Correct weight

Good bond Correct cement Correct appearance


Steps

Outputs Runout in tolerance Clean lip Runout in tolerance

No tears


STEP 1Answer Phone / Greet Customer

STEP 2Determine

Part Number / price / need date

STEP 3Get PO #

STEP 4Identify

ship to address, method of shipment

OUTPUTS

•Prompt answer

•Live body

•Customer info

•Pricing

•Availability

•Customer PO

•Ship to address

•Method of shipment

Non-Manufacturing Example - Step 3Non-Manufacturing Example - Step 3



of order

STEP 7Verify order info - fax to customer /transmit to plant



worksheet

•Complete order info from customer

•Order in computer

•All fields completed

•Promise date

•Printed confirmation

•Correct info

•Confirmation to customer

•Order sent to plant

•Completed order entry

OUTPUTS

Non-Manufacturing Example - Step 3 Non-Manufacturing Example - Step 3 (Continued)(Continued)


Step 4: List Input VariablesStep 4: List Input Variables

• List all input variables (x’s or factors)


Step 5 - Classify Input VariablesStep 5 - Classify Input Variables

• Classify the input variables

–CONTROLLABLE INPUTS (C)CONTROLLABLE INPUTS (C)–NOISE INPUTS (N)NOISE INPUTS (N)–STANDARD OPERATING PROCEDURES (S)STANDARD OPERATING PROCEDURES (S)

NOTE: Further experimentation confirms the estimated classification! THESE CAN CHANGE!


CONTROLLABLE INPUT variables (C)CONTROLLABLE INPUT variables (C)

Input variables (x’s or factors) that can be changed to see the effect on output variables. These are sometimes called Independent Variables

– x’s that are critical (Key Process Input Variables)– x’s that have no effect


NOISE (N)NOISE (N)Inputs that impact the outputs but are:1. Uncontrollable2. Too costly to control3. Preferably not controlled

Example - An environmental variable such as humidity


STANDARD OPERATING PROCEDURE (S)STANDARD OPERATING PROCEDURE (S)

Inputs that are defined by operating procedures that may be considered “common sense activities”

Examples: Training, Cleaning, Preventive Maintenance


Process Map Example Steps 4&5Process Map Example Steps 4&5

534818-60 Process MapInputs TBD by Engineers TBD w/ Supplier Bath temp C Viscosity C Prep weight C

Contamination N Part temp C Concentricity C

Time in bath C Gun position S Height C

Micro or macro C Gun Pressure C Diameters C

Spray duration C Parallelism C


Steps

Outputs Manufacturability Good stampings Even application Even application Correct weight

Good bond Correct cement Correct appearance

Inputs Temp C Blade condition C RPM C

Correct press loading C Blade position C Blade condition C

Tool design N RPM C Jaw pressure C

bumps C Misload by operator C

Pressure C

Press parallelism C


Steps

Outputs Runout in tolerance Clean lip Runout in tolerance

No tears



of order

STEP 7Verify order info - fax to customer /transmit to plant



worksheet

•Complete order info from customer

•Order worksheet form C

•Customer supplied info N

•Order in computer

•All fields completed

•Promise date

•Printed confirmation

•Order worksheet C

•Computer entry screens C

•Lead time info from mfrg. N

•Correct info

•Confirmation to customer

•Order sent to plant

•Printed confirmation sheet C

•Customer contact info N

•Confirmation procedure C

•Completed order entry•Correct info in computer C

•Mfrg plant contact C

OUTPUTSINPUTS

Non-Manufacturing Example - Steps 4&5Non-Manufacturing Example - Steps 4&5


Preparing the Process MapPreparing the Process Map• Team Effort

– Manufacturing engineers– Line operators– Line supervisors– Maintenance technicians

• Possible Inputs to Mapping– Brainstorming– Operator manuals– Engineering specifications– Operator experience– 6M’s

• Man, Machine (Equipment), Method (Procedures), Measurement, Materials, Mother Nature (Environment)

• Keep it Simple – Use Excel to allow copying into next tool (Cause and Effect matrix)


Process Map SummaryProcess Map Summary

• Process Mapping Provides Inputs to –Cause and Effect Matrix

–Potential Failure Mode Effect Analysis

–Control Plan

–Capability Studies

–ExperimentationProcess Mapping helps us gain process

knowledge!


Your First Process Map AssignmentYour First Process Map Assignment

1. Study the flowchart of the Order Pickers Company

2. Create a Process Map individually

3. Compare and discuss your process map with partners


The The Order Pickers CompanyOrder Pickers Company “Flow Chart” “Flow Chart”

RECEIVE

Products

Put Away

Order Rec’v

Pick

Consolidate

PACK/SHIP

KEY:

Process Step

Inspection/Test

Rework

Inventory


SKFExample

A Champion Calls You, the Six A Champion Calls You, the Six Sigma Green Belt, to Help the Sigma Green Belt, to Help the

TeamTeam• She needs quality improved to land a big customer –The customer is a national distributor• Currently, the quality of our product line is only 2 Sigma• The customer will buy all lines if each line meets quality levels• Best-In-Class among competitors is 4 Sigma• 6 Sigma capability on the CTQ’s will guarantee the business – if able to ship-on-time• Potential sales > $1,000,000 annually• Scrap, rework, inspection costs exceed $250,000 annually• The product family includes several molded products. One product line quality is world-

class already and exceeds the expectations of this potential customer

Process Mapping Exercise 2Process Mapping Exercise 2

• View the process as a team, one step at a time• Observe the operator demonstrating his/her operation based on the written

procedures at the station• Ask questions of the operator to gain process knowledge about the inputs and

outputs at the given step• You have 5 minutes to view and question the entire process.• After viewing/questioning the process, return with the team to the room to begin

constructing the process map and answering Part II of the assignment.

FOCUS ON THE PROCESS, NOT THE PEOPLE!


Exercise to Apply LearningExercise to Apply Learning

• Observe the factory with your team• Create a Process Map• Be sure to include all elements of good Process Maps• Draw on flipchart• Presentations and “Advice”


Assignment (Part II)Assignment (Part II)

• Describe the similarities and differences between “Process Mapping” and “Flowcharting”• If the labeling of the inputs is correct, what behaviors

and disciplines will be required of the operators? of the line supervision? of the senior management?

• Who should prepare, complete and assess the maps? What are you looking for? How and when should maps be updated?

Review Questions - True or False?Review Questions - True or False? Use YES/NO CardsUse YES/NO Cards

1. For constructing a process map, inputs should be determined while walking and questioning the process with the team

2. Outputs listed on your process map are always measured3. Process inputs are classified as Controllable or Noise or SOP4. A process map should reflect the best way a process should

operate5. To make an accurate process map, it is best to do it alone so

that you are not distracted by others6. It is OK for a Belt to draft a Map for the Team to start from7. Once a process map is constructed, it is never changed


Process Map QuestionsProcess Map Questionsto Verify Quality of Mapto Verify Quality of Map

• Does it cover the project scope?• Who helped develop the map? Did I get the operators input?• Does it reflect current state or the desired process?• Are all non value-added steps included?• Are all inputs and outputs listed?• Were any quick-hits found from this effort?• What process steps does the team feel can be eliminated?• What characterizes controlled and noise variables?• What measurements are taken within the process? What

measurements SHOULD be taken throughout the process?• Did you and your team “walk the process?” How often?• What is the next step and what is the timeline?• Is there a lot of waste to warrant a Value Stream Map first?


Update Tool Knowledge HistogramUpdate Tool Knowledge Histogram

6 sigma - process mapping

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process owners

process knowledge

process improvements

process labels

process mapping steps

process map complete

process map isnt

sigma process mapping