six sigma gb process mapping

Six Sigma DMAIC Methodology,forGreen Belts,Process Mapping,Objectives,Demonstrate where process mapping fits in the DMAIC processProvide an overview of process mappingShow a step-by-step example of process mappingPerform a process mapping exerciseProvide examples of process maps,DMAIC,Y = f (x1, x2, x3, x4, . . . xn),Performance of the Y over Time,Variation of the Y,We begin with the “Y”:,Process Map,InitialCapabilityAssessment,FMEA reduces variation andeffects for “inputs gone wrong”,C&E Matrix,FMEA,Actual variation,x1, x7, x18, x22, x31, x44, x57,Multi-Vari identifies Noise variables and reduces the xs for DOE,Y = f (x7, x22, x57),DOEs identify the Critical xs and their relationship to the Y,Controls in place for Critical xs,The Roadmap,Identifying Process Key Characteristics (Xs),Need to Determine Process Key Characteristics,Process Mapping,AD / ID Analysis, RACI Matrix(K-J Analysis),YES (85% - 90%),NO (10% - 15%),Cause-Effect Matrix,Process Key Characteristics Identified,Process can be mapped,Process cant be mapped,Identifiable Work Process(es)?,We are here!,Affinity Diagram (AD),To progress further on our projects we must identify the inputs and outputs that are key to the processOne of the basic methods for identifying process characteristics is an Affinity Diagram,Affinity Diagram,What is the tool?Technique for gathering large amounts of language data and organizing it according to natural groupingsWhen do you apply Affinity DiagramsWhen there is not a clearly defined processFacts or thoughts are in chaos,What are results of Affinity Diagrams?Input variables (Xs)Output variables (Ys)Groupings of input and output variables that can be related to process stepsGrouping of ideas that are important to understanding your process,Preparing the Affinity Diagram,Team Effort:Manufacturing engineers Cost accountantsLine operators Clerks and support personnelLine supervisors Administrative supervisorsMaintenance technicians IT techniciansInputs to Affinity DiagramBrainstormingOperator manuals Procedural documentsEngineering specifications Design requirementsOperator experienceEquipment, procedures, measurement, materials, environment, people,Steps to Creating an Affinity Diagram,Assemble the right teamState the Project/Process Y to be consideredGenerate and record ideas and facts about the process, one each on a piece of noteDisplay completed a piece of note on the wall or table in a random orderIn silence, begin forming groups of the pieces of note that seem to be related in some wayAfter distinct groups have emerged, discuss and resolve differences of opinionMake group header a piece of note that clearly identify the common thread that ties the a pieces of note together,Header,Header,Header,Header,What did you gain by using the Affinity Diagram?,A better understanding of the issues regarding the processProgress in starting to understand the project and the process involvedGroups of related items that are connected to the process that:May describe the process or process steps Can be shown to be inputs or outputs of your process or process step,Whats the next step?,Determine which of the groupings are important to your projectUse this information together with an Interrelationship Digraph to construct a Process Map or as input to the C&E Matrix,Interrelationship Digraph (ID),What is it?Maps out logical or sequential links among central ideas, issues, or problemsA creative process that shows every idea can be logically linked with more than one other idea at a timeAllows for multidirectional rather than just linear thinkingWhy do it?Allows root causes to surfaceAllows team members to understand each others points of view,Objectives,Understand methods for teams to:Identify cause and effect relationshipsUnderstand problems and identify possible solutionsOverview of Interrelationship Digraphs (ID),BEFORE YOU BEGIN!,Assemble the right team:As with the Affinity Diagram, the aim is to have the right people working on the problemFirst step is to define the necessary blend of people in a group of five to six individualsTeam members should have a close working knowledge of the issueAn ID is often implementation oriented, so it may require people who are closer to a situation than would be needed to do an AD,Constructing the Digraph,Step 1 Agree on an Issue/Problem Statement.Choose notes that will be part of the ID, generating new notes as neededClearly define one statement that captures the key issue under discussionCan be any key point for which its important to find the root cause or bottleneckIf an ID is used as the initial tool in the cycle, generate and record the ideas through brainstormingThe issue and the notes could come from several places includingAffinity DiagramK-J analysis (see Appendix to this section),Constructing the Digraph,Step 2 Display the completed NotesThe team must now distribute the notes on the work surface so that the interrelationships among ideas can be shown.Use a wall or set of flip chart sheets as a work surfaceUse 3X5 notes whenever possible,Does A influence B or does B influence A?,A,B,Decision,A,B,A influences B,Constructing the Digraph,Step 3 - DISPLAY THE COMPLETED NotesONE-BY-ONE Place the brainstormed notes in the center of the flip chart sheetThen ask the question: “Does any other card either cause or result from what is on this note?”Draw cause/influence arrows between all ideas that are relatedDraw arrow from the stronger cause to the other idea,?,Constructing the Digraph,Step 3 DISPLAY THE COMPLETED NotesRepeat this question until all notes are placed in the chartEach time you place a card in the chart and draw the “relationship arrow,” also ask:“Does this card either cause or result from any of the other notes in the chart?”Therefore any time you place a card on the paper, youre not only looking for the PRIMARY cause and effect relationship, but also any relationship with any of the notes already on the paper.,Constructing the Digraph,Step 3 DISPLAY THE COMPLETED NotesIdeal number of issues/Notes ID is most effective when dealing with between 15-50 itemsIf there are fewer than 15 items, the issue may be too simpleIf there more than 50 items it is generally too complex to be very helpfulThe danger of additional notes Unless there is a glaring omission, avoid adding notes to the ID it can “Explode” into an uncontrollable tangle of issuesSpacing notes When placing the notes, be sure to leave space for the relationship arrows,Constructing the Digraph,Step 3 DISPLAY THE COMPLETED NotesRandom vs. Pre-organized placement of notes An ID is an exercise in multidirectional rather than linear thinkingPlacing notes in a “preorganized” way is neater and more rational, but may be too rational. It shows interrelationships among groupings, but encourages linear thinkingRandom placement forces you to think in multiple directions. There are no patterns to fall into“From confusion comes learning.” So if you can put up with the appearance of chaos, the random method usually works best.,Constructing the Digraph,Step 3 DISPLAY THE COMPLETED NotesAmount of discussion An ID requires some discussion about the placement of notes and relationship arrowsBoth types of decisions should be made based on the consensus of the teamThese discussions should be brief so that the process doesnt bog down into fits of hair-splitting. Remember that this is the first version of the ID. It will be reviewed and revised as needed.,Constructing the Digraph,Step 4 Count the arrowsTotal the arrows into and out of each issue and record on each issue.# IN # OUTOUTGOING ARROWS DOMINANT Indicates a basic cause, that if solved, will have a spillover effect on a large number of items.INCOMING ARROWS DOMINANT This may represent a secondary issue that could actually be as important to address as the original item.,Constructing the Digraph,Step 5- Draw the final Interrelationship Digraph (make copies available if possible),Constructing the Digraph,Step 6 Identify Key Drivers and Outcomes,Key Driver,Outcome,RACI Matrix,Helps identify the people involved in a process and what they doSorts out who is Responsible and Accountable, which can provide a good representation of what happens within a processThis may allow identification of a sequence of tasks and subsequent creation of a process mapIf a map still cannot be created, an ID can be performed on the tasks to help understand inputs and outputsHelps with the cross-functional process map required for the control plan in BB week 4Brings order out of chaos for non-sequential processes,RACI Matrix,Standard X vs. Y matrix which displays the relationship of specific tasks to individuals and / or functional roles Visually displays (color coding) key functional rolesFor each process step, the matrix displays who isResponsibleAccountableConsultantInformed,RACI Matrix,How Does RACI Help?,In an undefined “soft” process, it helps determine where the process steps resideThe exercise of completing the matrix can uncover conflict in organizational roles and responsibilitiesMay help determine who is overworked Can be basis for communication plan,RACI Application,A Black Belt used RACI matrix as part of the “Boil The Ocean” Survival kitExpected to determine in whose head the process steps resided so that they could document the existing processUncovered almost universal disagreement about roles and responsibilities between Sales / Marketing / Applications Development Results became a discussion tool for functional manager meetingInformal discussion following “leading question” outlineSix Sigma project helped to keep perspective,RACI Tips,Prior to completing the matrix, create operational definitions for: ResponsibleAccountableConsultantInformationTry to limit number of people “responsible” for a given process step after process is improves (one process issue for is map could be too many responsible parties = no one responsible person),Linear Responsibility Matrix,R=ResponsibleA=AccountableC=ConsultantI=Informed,Roles,Task, Procedure,RACI Matrix,Identifying Process Key Characteristics (Xs),Need to Determine Process Key Characteristics,Process Mapping,AD / ID Analysis, RACI Matrix(K-J Analysis),YES (85% - 90%),NO (10% - 15%),Cause-Effect Matrix,Process Key Characteristics Identified,Process can be mapped,Process cant be mapped,Identifiable Work Process(es)?,We are here!,Process Mapping,Should describe:Major activities/tasksSub-processesProcess boundariesKey input variables (CTP, KPIV, X)Key output variables (CTQ, KPOV, Y)Should be reviewed frequently and updated,Uses for Process Map,Provides inputs to cause and effects matrix, FMEA, control plan, capability, and multi-vari studiesHelps verify project scopeEvaluates experimental designsTracks variables studiedAllows evaluation of designs robustness to noise variables,Can also be used to track team activities,Preparing the Process Map,Team effortGet perspectives from every function in the processOwners, “operators,” customers, suppliersInputs to process mapBrainstormingExisting documentation (if its used)Experience of owners, operators, customers, suppliersObservation of the process,Types of Process Mapping,SIPOC MapExtension of process variables map that illustrates who supplies inputs (suppliers) and who receives outputs (customers)Process Variables MappingIdentify basic process flow with inputs that drive the process and outputs from the processValue Analysis MapIdentifies non-value-added steps and inefficient flowsOften necessary for cycle time reduction projectsA well defined process variables map or SIPOC can be used to develop a value analysis map,SIPOC Process Mapping,SIPOCA powerful technique to show:The organization (or person) providing inputs to the processThe organization (or person) receiving outputs from the process,SIPOC Process Mapping (cont.),SIPOC Process Mapping (Cont),No organizational process “stands alone” All processes are in some way connected to other processes in the organization.A SIPOC shows the “touch points” of the process under study to other processes (or departments)Knowing these “touch points” enables a more thorough understanding of the issues when considering process improvement workSIPOC maps are the same as basic process maps, but include supplier and customer information,SIPOC Process Mapping (Cont),Two key uses of SIPOCs:During the Define phaseHigh-level (50,000 ft view) onlyTo better understand the scope of a potential projectTo better identify key roles in the projectDuring the Measure phaseSame level of detail as basic variables mappingTo better understand who the customers are and better understand their requirementsTo better understand who the suppliers are and to better clarify your requirements to them!,Process Variables Mapping,The basic process flow with inputs that drive the process and outputs from the processSteps:Identify the process, its external inputs and customer outputsIdentify all steps in the process graphicallyList key output variables at each stepList and classify key input variables as controlled C or uncontrolled UAdd process specifications for input variables,Step 1: High Level Process Map,Process,Inputs,Outputs,Step 1: High Level Process Map,Start with 50,000 ft. view of the processIdentify the process in simple termsCrucial for success, but not always easyIf process not properly identified, subsequent efforts will be wastedIdentify major inputsIdentify major outputsShould include Project Y,Static Bag Inventory,Static Bags Inventory Replenishment,Process Inputs,Process Outputs,- Static Film,- Supplier Site,- Customer Orders,- Scheduling,- Bagger,- Operators,- Packaging,- Transportation,- Customs,- Warehouse,- Timeliness,-,Cycle Time,- Quantity,Step 1: Transactional Example,Step 1: Operational Example,Static Sensor Manufacturing,Electrical Components,Labor,PCB,Wire Adhesive,Hardware,LEDs,Connectors,Tools/Fixtures,Static Sensor,Static Sensor Cost Reduction,Process Inputs,Process Outputs,Step 2: Identify All Steps in the Process,Include all value-added and non value-added stepsEach step should contain a verb and represent a state change for the product or serviceMost processes can be mapped in 6-8 stepsTransactional Work activity steps, verification, rework, reprocessingOperational Process steps, inspection/test, rework, scrap points,Transactional:Static Bag Inventory,Operational:Static Sensor Cost Reduction,718 Probe Assembly,Probe Attachment,Program Test,Complete PCB Assembly,Complete Final Assembly,Assemble Probe,Attach Probe,Step 2: Examples,Step 3: List Key Outputs,Outputs should contain nouns but not verbsInclude deliverables and performance variablesInclude both process and product output variables,Step 3: Transactional Example,Static Bag Inventory,- Formed bags,- Work Order Scheduled,- Line Scheduled,- Artwork Plate Scheduled,- Requested Part #,- Requested Size,- Request Quantity,- Need Date,- Customer Hold Status,- Work Order,- Prepped Machine,Process Outputs,- RMs Available,- FGs Available,- RMs Available,- Boxed bags,- Ship-To Info,Process Outputs,Step 3: Operational Example,Programmed PCBCompleted Static Sensor,Process Outputs Process Outputs,Tuning ForkSemi-Finished PCBComplete PCB,Static Sensor Cost Reduction,Step 4: List and Classify Key Inputs (Xs),List all key input variables and classify them asControlledUncontrolledCriticalInputs should contain nounsSome inputs will be outputs from previous stepsBe specificDont list “operator,” list the specific attribute of the operatorMake inputs quantifiable, if possible,Sources of Inputs,Inputs fall into categories of people, machines, materials, methods, measurements, environment (physical and work/social)Fishbone diagram can be helpful,Clarity of requirements,Customer,Environment,Methods,Congruence of requirements,Agreement on measures,Ease of data entry,Appraiser training,Sufficient work time,Standard operating procedures,Variation in Y,Rewards / recognition,Cleanliness,Noise, other distractions,Lighting,Room temperature,People,Proper equipment,Experience,Motivation,Machines,Materials,Coater,Computer System,Software,Raw Materials,Data entry forms,Controlled, Uncontrolled, and Critical Inputs,Controlled Inputs: Inputs that can be changed to see the effect on outputsUncontrolled Inputs: Inputs that impact the outputs but are difficult or impossible to control (may also be controllable, just not under control currently)Example: environmental variables such as humidity, clarity of phone lineCritical Inputs: Inputs that have been statistically shown to have a major impact on the variability of outputsAs these are identified throughout the project, make them bold on the process map,Static Bag Inventory,Step 4: Transactional Example,Static Bag Inventory,Step 4: Transactional Example (contd.),Static Sensor Cost Reduction,Fixture/Tool COperator CQ-Cal CCompleted PCBOperator CTools CSolder CTorque Screws CQ-Proc CProgrammed PCBTie WrapBattery SnapCaseKeypadScrewsSpring,Programmed PCBCompleted Static Sensor,Q-Proc COperator CSoldier CAdhesive CFETResistersForkChipsWiresTools/Fixture CSolder COperator CQ-Proc CPCBTuning ForkQ-Proc CSolder CAperture Plate CTools/Fixtures COperator CLEDsHV JackVoltmeterBrass TubesSemi-Finished PCB,Tuning ForkSemi-Finished PCBComplete PCB,Step 4: Operational Example,Step 5: Add Known Requirements for Inputs,For input var