POMChap003_Supplement_1.ppt

Copyright ? 2011 The McGraw-Hill Companies, All Rights Reserved. Copyright ? 2011 The McGraw-Hill Companies, All Rights Reserved. Process Mapping and Analysis CHAPTER THREE SUPPLEMENT Copyright ? 2011 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Work through various process mapping steps Assess processes Determine type of activity a processes represents Understand when and how to apply process mapping tools Change a process for increased productivity 3S–* Learning Objectives “Process” of Process Mapping Determine desired process outcomes and metrics Identify and bound the critical process Document the existing process (“current state” map) Analyze process and priorities improvements Recommend changes (“future state” map) Implement changes and monitor process 3S–* 1. Identify Desired Outcomes What should the process achieve? Reduced cost Shorter lead time Improved quality More reliable deliveries Other? 3S–* 2. Identify and Bound Critical Process Critical processes typically are one of the following: A bottleneck Visible to the customer Consumes largest amount of resources A shared process Highest level of variance A unique skill or core competency Point of problems/issues to the firm 3S–* 3. “Current State” Map Current State: the ‘as is’ of the processes A process map is a diagram of the process activities 3S–* 3. “Current State” Map Identify minimum acceptable level of detail on map Use display formats as need to depict complete processes Watch for ‘hidden’ steps Capture relevant data 3S–* 3. “Current State” Map Process Flow Table: record of process activities, key attributes and sequence 3S–* Table 3S - 2 3S–* 3. “Current State” Map Physical Layout Diagram: documents horizontal and vertical movements 3S–* Figure 3S-2 4. Analyze and Improve Value Adding Activity: moves a item closer to the form or location desired by customer Necessary but not Value Add: needed but doesn’t directly add value Waste Generating: consumes resources wi