process mapping for modernization
DESCRIPTION
Slide show to be used with the OPCOM Implementation Team's working groups. Discusses Baldrige, systems theory, SIPOC, and process mapping Updated 10/20/2008 by PAS.TRANSCRIPT
Process Mapping for Modernization
Being systematic in our creation of the Coast Guard’s future.
From Mark Graham Brown’s The Pocket Guide to the Baldrige Award Criteria (14th Edition)
Why Should You Care?
• High performing organizations must succeed with all areas of the Criteria.
• We are building a new organization; taking the Criteria into account will help us build a high performing organization.
• Excellence does not happen on its own; it must be planned and created.
Systems Theory
• The whole is greater than the sum of its parts and is seen as a set of interrelating, interacting hierarchy of sub-systems some of which may be self-organizing.
• Systems Theory sees our world in terms of 'systems', where each system is a 'whole' that is more than the sum of its parts, but also itself a 'part' of larger systems.
• The concept that all people, places, things and forces in the universe are integrated into a hierarchy of mutually influential matter and energy.
From: http://members.iinet.net.au/~rstack1/millennium/concepts.htm http://www.thegreenfuse.org/glossary.htm http://www.geocities.com/starsuriel/heartscode/glossary.htm
Systems Theory for the Rest of Us
• Muck about in one place, and you’ll impact something somewhere else, something you likely hadn’t considered.
• It’s all one big whole.
• The caution: When working on your piece of the pie, attempt to see the relationships and impacts elsewhere.
Supplier
Inputs
Process
Outputs
Customer
From http://www.projectbuild.org.uk/NoW/process_map.htm
Benefits of Process Mapping
• Puts a spotlight on waste
• Streamlines work processes
• Defines and standardizes the steps and sequence
• Promotes deep understanding
• Builds consensus
• Key tool for workcell design
From http://www.strategosinc.com/process_map_example.htm
Why Map Processes?
• The purpose of process mapping is to use diagramming to understand the process we currently use and ask what is expected of us; what should we be doing to provide better customer focus and satisfaction. It will identify what best practices we need to incorporate and find appropriate benchmarks for measuring how we can arrive at better ways of communicating our services. As Dr. George Washington Carver put it – "It is simply service that measures success."
From: http://www.fpm.iastate.edu/worldclass/process_mapping.asp
From http://www.isixsigma.com/library/content/c010429a.asp
Suppliers Inputs Process Customers Requirements
Step 1:
Outputs
Step 2: Step 3: Step 4:
See Below
Step 5:
SIPOC Diagram
From http://www.isixsigma.com/library/content/c010429a.asp
7 Step to Process Mapping
• Determine the Boundaries
• List the Steps
• Sequence the Steps
• Draw Appropriate Symbols
• System Model
• Check for Completeness
• Finalize the Flowchart
For additional details,see http://www.fpm.iastate.edu/worldclass/process_mapping.asp
Two Keys to SIPOC and Process Mapping
• With SIPOC, start with customers & outputs. The outputs are the products and services the organization creates. Be customer-focused and product-centered.
• When mapping processes, keep to a single product or class of products. The more specific and narrow, the better.
• Remember that processes are verbs and outputs (products/services) are nouns.
Step 1: Determine the Boundaries
• Bracket the process.
• Think about the process of making coffee. I could start by growing coffee beans, or purchasing a can of ground beans, or reaching into the kitchen cabinet.
• After proceeding, you might find your boundaries are too large or too small; that’s okay, just readjust.
Step 2: List the Steps
• Use sticky notes for brainstorming.• Have everyone put stuff up without editing
or commenting.• You’ll find that steps are at different
granularities; later you’ll have to organize hierarchically. For instance, “plant seed” might be one, but within that would be “prepare the soil,” “punch a hole in the dirt,” “place seed,” etc.
Step 3: Sequence the Steps
• The steps are on sticky notes: Move them around.
• Engage in discussion with other group members.
Step 4: Draw Appropriate Symbols
• Keep it simple to start. Use just the bare number of different symbols.
• See next slide for basic shapes of ovals, squares, diamonds, and arrows.
• Additional standard symbols defined in the Coast Guard Performance Improvement Guide (PIG), on page 132 (5th edition).
From http://www.fpm.iastate.edu/worldclass/process_mapping.asp
These are the onlyshapes we’ll beneeding to usefor process mapping.
Step 5: System Model
• Step back and consider impacts from and to other parts of the system.
• Reach back to the SIPOC model and ensure appropriate inputs included.
• Re-evaluate the level of granularity for the process; is the current granularity appropriate for what you are trying to accomplish?
Step 6: Check for Completeness
• Run through the process as mapped and ensure it makes sense.
• Consider moving from the current process to the ideal process; as a part of this, remove excess steps and trim the process down (see next slide)
Issue rawmaterial
InspectRough saw
materialTransport to
deburrDeburr
Transp. tostretch press
Stretch formTransport to
heat treatHeat treat to
AQ cond.Transport to
freezerStretch form
completeHold in freezer
Hydroform Insp on CFTransport to
saw Saw netTransport to
deburrDeburr
Transport toage
AgeTransport to
insp.hardnesscheck
Transp to m/cshopMachine
Transp todeburr Deburr
Transport toinsp.
InspTransp to
finish Chemical clean
Chemical filmPrimer
applicationPart markingInspTransp to store
Back to area resp.
ok
not ok
oknot ok
ok
not ok
ok
not ok
ok
not ok
Eliminate Steps No Longer Needed
Step 7: Finalize the Flowchart
• Recheck for redundancy; add missing steps.
• Ensure group consensus.
• Take a digital picture (largest image size possible) of process map.
• Record. While a high-powered program is coming, for the time being, use Visio or some other available software program.
Your Working Group’s Ultimate Task
• Define all key products/services produced by the staff element.
• Identify key customers and requirements for each product.
• Create process maps which reflect the desired future state and ensuring each process step adds value.
Additional Resources
• BOLO List for Analyzing Process Mappinghttp://www.isixsigma.com/library/content/c040301a.asp
• How to Map a Processhttp://www.strategosinc.com/process_map_example.htm
• Is SIPOC Enough?http://notesonbpm.sarbashrestha.com/2007/08/is-sipoc-enough.html
• Baldrige National Quality Programhttp://www.quality.nist.gov/
• Coast Guard Performance Excellence Bloghttp://cgopc.cgblog.org
• Coast Guard Process Excellence Guide (DRAFT)https://www.intelink.gov/inteldocs/view.php?fDocumentId=57852
Coaching and Counselavailable from
Organizational Performance Consultants
Dr. George YacusLCDR Byron Willeford
CWO Dave RottPeter Stinson
For a full listing of Coast Guard organizational performance consultants, seehttps://www.intelink.gov/wiki/Coast_Guard_Organizational_Performance_Consultants
A version of this slide presentation is available online:
Slidesharehttp://www.slideshare.net/pastinson/process-mapping-for-modernization/
Inteldocs
https://www.intelink.gov/inteldocs/view.php?fDocumentId=57851
10/20/2008 @ 1030 EDT