Description
relation between quality and process and gives process building procedure. It explains how to build SIPOC map, create value analysis matrix.
? Quality
is judged by customers based on the output of a process on the work of the individual worker will not lead to greatly improved quality
? Focusing
? To
improve quality, the process must be improved. focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.
? Simply
? All
activity takes place in terms of a process. ? Shocking lessons
• #1:
Most people do not think in terms of processes. They would rather think in terms of isolated events. terms of processes, most people still don’t think in terms of processes.
• #2: When convinced of the value of thinking in
• #3:
The word “Process” generates fear and resistance
S U P P L I E R S
WORK AS A PROCESS
Inputs
Process
Outputs
C U S T O M E R S
-Applies to all kinds of work, whether repetitive in nature or “one-of-a-kind.” -Having a high-level view of a process helps to: •define project boundaries (starting and ending points);
•describe where to collect data
• To develop a high-level view of the process. • To avoid dilution of Scope. • To highlight areas for improvement. • To ensure focus on the customer.
SIPOC : INPUTS
Process
-You may end up with 50-100 input variables at this point -We will continue to focus on using funneling tools throughout the SIPOC mapping.
SIPOC : HIGH-LEVEL PROCESS VIEW
Process
-A high-level view is often captured as top-level flow chart
Step 1: Bottling
Step 2: Labeling
Step 3: Inspecting
Step 4: Packaging
SIPOC : OUTPUTS
Process
?
?
Purpose • Why does this process exist? • What is the purpose of this process? • What is the outcome? Outputs • What product does this process make? • What are the outputs of this process? • At what point does this process end?
? Inputs/Suppliers
• Where does the
information or material you work on come from? Who are your suppliers? • What do they supply? • Where do they affect the process flow? • What effect do they have on the process and on the outcome?
? Customers
? Process
steps
• Who uses the products
• What happens to each
from this process? • Who are the customers of this process?
input? • What conversion activities take place?
? Name
the process. ? Clarify the start and the stop (boundaries) of the process. ? List key outputs and customers. ? List key inputs and suppliers. ? Identify, name, and order the major process steps.
List List Map the Process Suppliers Inputs
List List Outputs customers
1. 2. 3.
4. 5. 6.
Determine the beginning and the end of the process Brainstorm the process steps Group processes into major process areas Layout activities in sequence Code each activity Walk through the process thereby validating it.
?Which steps add value ? ?Are all the steps necessary? ?Can any steps be combined? ?Can any steps be eliminated?
Process mapping can give quick hints
? Many
defects arise because something in a process is done incorrectly or inefficiently. improve process sigma you need to be able to pinpoint process problems and find better, more effective ways to accomplish the same work.
? To
? It
is preferable to use certain simple tools that will help you understand your process and…..
Identify…. Complexity Wasted time Bottlenecks In order to….. Simplify; error-proof Speed up cycle time Target improvements; reduce constraints.
? To
better understand your process, you will:
• Create a flowchart of your process. • Identify which of your process steps are value-
added and which are non value-added.
? Determine
cycle time and identify bottlenecks. ? Look for errors or inefficiencies that contribute to defects.
FLOW CHARTS Flow charts are tools that make a process visible.
Start
Step 1
Step 2
Step 3
Decision No Step 4 Step 5
Step 6
End
? Use
of a Flowchart: ? Creates a common understanding about the process ? Clarifies steps in the process ? Helps identify improvement opportunities in the process (complexity, waste, delays, inefficiencies and bottlenecks) ? Helps uncover problems in the process. ? Helps reveal how the process operates
? Use
a flowchart:
• To create common understanding. • To clarify the steps in a process • To build consensus on how a process actually
operates and how it should operate. • To understand the cause of common problems affecting how all units are processed.
STARTING AT THE TOP
Key business activities can be defined at different levels of the organisation
New Product Level 1 Development Demand Generation Demand Fulfillment Customer Service
Level 2
Ordering materials
Producing
Packing
Shipping
Level 3
Mixing
Filling
Sealing
Packaging
Level 1 = Highest level view of the work in the organisation
Level 2 = Work that flows across several departments or within an entire department or work area. Level 3 = A detailed view of a particular process.
? In
your SIPOC analysis, you probably created a top-level flowchart that just showed the basic steps of the process order to understand the current situation in sufficient detail, you may find that you need a more detailed flowchart.
• The level of detail varies depending on need and
Start
? In
Step 1
Step 2
Step 3
Step 4
End
circumstance. • Additional information can be written under each step. • A more detailed flowchart is called an Activity flowchart.
Basic Flowchart •To identify the major steps of the process •To illustrate where in the process you will collect data
Activity Flowchart •To display the complexity and decision points of a process •To identify rework loops and bottlenecks
Deployment Flowchart •To help highlight handoff areas in processes between people or functions •To clarify roles and indicate dependencies
? When
creating a flowchart, work with a group so you can get multiple viewpoints.
• Brainstorm action steps ? Write these on self-stick notes or on a flipchart ? Make sure to include the steps that occur when things go wrong • Arrange the steps in sequence •Be consistent in the direction of flow-time should always flow from top to bottom, or from left to right •Use appropriate flowchart symbols • Check for missing steps or decision points • Number the steps
? Flowcharts
can map perspectives on a process:
• • • •
four
different
What you think the process is? What the process really is? What the process could be? What the process should be?
? At
this stage, you are trying to define the current situation, as it is. Therefore, your flowchart(s) should map what is really happening in the process.
Take original to copier Select number of copies
Place original on copier
Select size
Select orientation Yes Another No page?
Start copier
Copier runs
Remove original
Collect copies
Staple
Clear Modes
Leave room
? Value-Added
Step:
• Customers are willing to pay for it. • It physically changes the product • It’s done right the first time.
? Non-Value
Added Step:
• Is not essential to produce output. • Does not add value to the output. • Includes:
? ? ? ? Defects, errors, omissions. Preparation/setup, control/inspection Over-production, processing, inventory Transporting, motion, waiting, delays
Value-Added Activities •Entering order •Ordering materials •Preparing drawing •Assembling •Legally mandated testing •Packaging •Shipping to customer
Non Value Added Activities
•Waiting •Storing •Staging •Counting •Inspecting •Recording •Obtaining Approvals •Testing •Reviewing •Copying •Filing •Revising/Reworking •Tracking
? Understanding
cycle time:
• Provides a better
understanding of the process. • Shows the impact of nonvalue-added steps on the time it takes to produce product or service. • Identifies bottlenecks in the process
Waste •Defects •Over-production •Over-processing •Transporting •Inventory •Motion •Delays
Value Adding Processing time
Reducing cycle time: •Helps increase predictability in the process •Helps reduce waste and rework, which reduces costs. •Provides a competitive advantage by reducing cycle time.
1. Decide whether you will measure cycle time on the entire process or on a subset of steps.
2. Develop operational definitions for the starting and ending points of each step.
3. Develop consensus about what is valueadded and what is nonvalue-added time (if you haven’t done so already)
4. Develop a data collection form.
Process Cumulative VA Time NVA Step Time Time
Notes
? You
can track specific types of non-value added time with a Value Analysis Matrix. This helps clarify:
• the types of waste present in the process, • the percentage of overall process time each non-
Value adding step contributes.
Process Step
1 2 3
12 10 1
4 5
10 20
6
6
7
10
8 9
1 10
10
20
Total
%Total
Time (Hours)
Value Added Non Value added Fixing Errors Prep/Setup
100
2
100%
2%
10
10%
Control/ Inspection Delay
Transporting/ Motion Total
6
52 30 100
6%
52% 30% 100%
? Bottlenecks
increase cycle time
? A bottleneck is: • Any resource whose capacity limits the amount
of information or material that flows through the process. • Any resource whose capacity is equal to or less than the demand placed upon it.
? How
do you recognise bottlenecks?
? Process
entirely broken: the existing process has too many non value added steps. ? Changing customer expectations: by the time the current problems are solved, new problems will occur. ? Technology development: new technologies allow to meet all customer requirements at lower cost or to gain a competitive edge.
? Next
generation; the existing product’s remaining Life Cycle is very short, a successor is required soon. limits: the performance gap is due to system / business model configurations that cannot be changed.
? System
Process mapping
Become aware of the Problem.
Describe the Problem Define & Verify the root causes
Identify potential root causes
Select likely causes Is the potential cause a root cause
Yes Identify alternative solutions
Verify corrective actions Implement permanent actions Prevent Recurrence Congratulate your team
? Quality
is judged by customers based on the output of a process. ? Focusing on the work of the individual worker will not lead to greatly improved quality. ? To improve quality, the process must be improved.
? Simply
focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.
doc_801349547.pptx
relation between quality and process and gives process building procedure. It explains how to build SIPOC map, create value analysis matrix.
? Quality
is judged by customers based on the output of a process on the work of the individual worker will not lead to greatly improved quality
? Focusing
? To
improve quality, the process must be improved. focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.
? Simply
? All
activity takes place in terms of a process. ? Shocking lessons
• #1:
Most people do not think in terms of processes. They would rather think in terms of isolated events. terms of processes, most people still don’t think in terms of processes.
• #2: When convinced of the value of thinking in
• #3:
The word “Process” generates fear and resistance
S U P P L I E R S
WORK AS A PROCESS
Inputs
Process
Outputs
C U S T O M E R S
-Applies to all kinds of work, whether repetitive in nature or “one-of-a-kind.” -Having a high-level view of a process helps to: •define project boundaries (starting and ending points);
•describe where to collect data
• To develop a high-level view of the process. • To avoid dilution of Scope. • To highlight areas for improvement. • To ensure focus on the customer.
SIPOC : INPUTS
Process
-You may end up with 50-100 input variables at this point -We will continue to focus on using funneling tools throughout the SIPOC mapping.
SIPOC : HIGH-LEVEL PROCESS VIEW
Process
-A high-level view is often captured as top-level flow chart
Step 1: Bottling
Step 2: Labeling
Step 3: Inspecting
Step 4: Packaging
SIPOC : OUTPUTS
Process
?
?
Purpose • Why does this process exist? • What is the purpose of this process? • What is the outcome? Outputs • What product does this process make? • What are the outputs of this process? • At what point does this process end?
? Inputs/Suppliers
• Where does the
information or material you work on come from? Who are your suppliers? • What do they supply? • Where do they affect the process flow? • What effect do they have on the process and on the outcome?
? Customers
? Process
steps
• Who uses the products
• What happens to each
from this process? • Who are the customers of this process?
input? • What conversion activities take place?
? Name
the process. ? Clarify the start and the stop (boundaries) of the process. ? List key outputs and customers. ? List key inputs and suppliers. ? Identify, name, and order the major process steps.
List List Map the Process Suppliers Inputs
List List Outputs customers
1. 2. 3.
4. 5. 6.
Determine the beginning and the end of the process Brainstorm the process steps Group processes into major process areas Layout activities in sequence Code each activity Walk through the process thereby validating it.
?Which steps add value ? ?Are all the steps necessary? ?Can any steps be combined? ?Can any steps be eliminated?
Process mapping can give quick hints
? Many
defects arise because something in a process is done incorrectly or inefficiently. improve process sigma you need to be able to pinpoint process problems and find better, more effective ways to accomplish the same work.
? To
? It
is preferable to use certain simple tools that will help you understand your process and…..
Identify…. Complexity Wasted time Bottlenecks In order to….. Simplify; error-proof Speed up cycle time Target improvements; reduce constraints.
? To
better understand your process, you will:
• Create a flowchart of your process. • Identify which of your process steps are value-
added and which are non value-added.
? Determine
cycle time and identify bottlenecks. ? Look for errors or inefficiencies that contribute to defects.
FLOW CHARTS Flow charts are tools that make a process visible.
Start
Step 1
Step 2
Step 3
Decision No Step 4 Step 5
Step 6
End
? Use
of a Flowchart: ? Creates a common understanding about the process ? Clarifies steps in the process ? Helps identify improvement opportunities in the process (complexity, waste, delays, inefficiencies and bottlenecks) ? Helps uncover problems in the process. ? Helps reveal how the process operates
? Use
a flowchart:
• To create common understanding. • To clarify the steps in a process • To build consensus on how a process actually
operates and how it should operate. • To understand the cause of common problems affecting how all units are processed.
STARTING AT THE TOP
Key business activities can be defined at different levels of the organisation
New Product Level 1 Development Demand Generation Demand Fulfillment Customer Service
Level 2
Ordering materials
Producing
Packing
Shipping
Level 3
Mixing
Filling
Sealing
Packaging
Level 1 = Highest level view of the work in the organisation
Level 2 = Work that flows across several departments or within an entire department or work area. Level 3 = A detailed view of a particular process.
? In
your SIPOC analysis, you probably created a top-level flowchart that just showed the basic steps of the process order to understand the current situation in sufficient detail, you may find that you need a more detailed flowchart.
• The level of detail varies depending on need and
Start
? In
Step 1
Step 2
Step 3
Step 4
End
circumstance. • Additional information can be written under each step. • A more detailed flowchart is called an Activity flowchart.
Basic Flowchart •To identify the major steps of the process •To illustrate where in the process you will collect data
Activity Flowchart •To display the complexity and decision points of a process •To identify rework loops and bottlenecks
Deployment Flowchart •To help highlight handoff areas in processes between people or functions •To clarify roles and indicate dependencies
? When
creating a flowchart, work with a group so you can get multiple viewpoints.
• Brainstorm action steps ? Write these on self-stick notes or on a flipchart ? Make sure to include the steps that occur when things go wrong • Arrange the steps in sequence •Be consistent in the direction of flow-time should always flow from top to bottom, or from left to right •Use appropriate flowchart symbols • Check for missing steps or decision points • Number the steps
? Flowcharts
can map perspectives on a process:
• • • •
four
different
What you think the process is? What the process really is? What the process could be? What the process should be?
? At
this stage, you are trying to define the current situation, as it is. Therefore, your flowchart(s) should map what is really happening in the process.
Take original to copier Select number of copies
Place original on copier
Select size
Select orientation Yes Another No page?
Start copier
Copier runs
Remove original
Collect copies
Staple
Clear Modes
Leave room
? Value-Added
Step:
• Customers are willing to pay for it. • It physically changes the product • It’s done right the first time.
? Non-Value
Added Step:
• Is not essential to produce output. • Does not add value to the output. • Includes:
? ? ? ? Defects, errors, omissions. Preparation/setup, control/inspection Over-production, processing, inventory Transporting, motion, waiting, delays
Value-Added Activities •Entering order •Ordering materials •Preparing drawing •Assembling •Legally mandated testing •Packaging •Shipping to customer
Non Value Added Activities
•Waiting •Storing •Staging •Counting •Inspecting •Recording •Obtaining Approvals •Testing •Reviewing •Copying •Filing •Revising/Reworking •Tracking
? Understanding
cycle time:
• Provides a better
understanding of the process. • Shows the impact of nonvalue-added steps on the time it takes to produce product or service. • Identifies bottlenecks in the process
Waste •Defects •Over-production •Over-processing •Transporting •Inventory •Motion •Delays
Value Adding Processing time
Reducing cycle time: •Helps increase predictability in the process •Helps reduce waste and rework, which reduces costs. •Provides a competitive advantage by reducing cycle time.
1. Decide whether you will measure cycle time on the entire process or on a subset of steps.
2. Develop operational definitions for the starting and ending points of each step.
3. Develop consensus about what is valueadded and what is nonvalue-added time (if you haven’t done so already)
4. Develop a data collection form.
Process Cumulative VA Time NVA Step Time Time
Notes
? You
can track specific types of non-value added time with a Value Analysis Matrix. This helps clarify:
• the types of waste present in the process, • the percentage of overall process time each non-
Value adding step contributes.
Process Step
1 2 3
12 10 1
4 5
10 20
6
6
7
10
8 9
1 10
10
20
Total
%Total
Time (Hours)
Value Added Non Value added Fixing Errors Prep/Setup
100
2
100%
2%
10
10%
Control/ Inspection Delay
Transporting/ Motion Total
6
52 30 100
6%
52% 30% 100%
? Bottlenecks
increase cycle time
? A bottleneck is: • Any resource whose capacity limits the amount
of information or material that flows through the process. • Any resource whose capacity is equal to or less than the demand placed upon it.
? How
do you recognise bottlenecks?
? Process
entirely broken: the existing process has too many non value added steps. ? Changing customer expectations: by the time the current problems are solved, new problems will occur. ? Technology development: new technologies allow to meet all customer requirements at lower cost or to gain a competitive edge.
? Next
generation; the existing product’s remaining Life Cycle is very short, a successor is required soon. limits: the performance gap is due to system / business model configurations that cannot be changed.
? System
Process mapping
Become aware of the Problem.
Describe the Problem Define & Verify the root causes
Identify potential root causes
Select likely causes Is the potential cause a root cause
Yes Identify alternative solutions
Verify corrective actions Implement permanent actions Prevent Recurrence Congratulate your team
? Quality
is judged by customers based on the output of a process. ? Focusing on the work of the individual worker will not lead to greatly improved quality. ? To improve quality, the process must be improved.
? Simply
focusing on or defining a process is NOT improvement – we have to make changes and use data to show the change really is an improvement.
doc_801349547.pptx