Locked lesson.

Upgrade

About this lesson

Failures are based upon the process steps. A process map identifies all the steps in the process. These steps initiate the Process FMEA.

Exercise files

Download this lesson’s related exercise files.

Process Mapping.docx
685.4 KB Process Mapping - Solution.docx
230 KB

Quick reference

Process Mapping

Process mapping identifies all the process steps that will be analysed as part of a Process FMEA.  The process map provides a visualization that is helpful to both ensure steps are not overlooked and the function of each step.

When to use

A process map should be created as step 3 when preparing a Process FMEA.  The map is needed to begin to complete the FMEA form.

Instructions

Process maps are a visual representation of steps that comprise a business process.  The visualization improves both the understanding of the process and becomes an excellent foundation for brainstorming solutions when it is time for process mitigation. 

SIPOC

Process mapping often starts by creating a SIPOC – Suppliers, Inputs, Process, Outputs, Customers.  This is a diagram to clarify the process boundaries.  The first step and last step of the process to be mapped are set.  Then the inputs to that process are listed and the source or supplier of each input is identified.  That defines the start boundary.  Next, the results or outputs of the process are listed and the users or customers of those results are identified.  That defines the finish boundary of the process.  It is common when starting a process mapping exercise to move an item out of the process as part of clarifying the boundaries.

Mapping

Once the boundaries have been agreed upon, all the steps or activities that are accomplished within the process are listed in separate boxes or objects.  These are then connected with arrows based upon the normal sequence of events within the process.  Be certain to include any parallel paths or loops in the process.  Some organizations use different shapes or colors for different types of activities.  This can be helpful, but is not required for a Process FMEA process map.  They are much more useful on some advanced mapping techniques with specialized applications.  If there is a standard procedure, use that as a starting point.  If no procedure exists, rely on input form subject matter experts and experienced operators. 

Once the preliminary map is completed, you should follow an item through the process from the first step to the last step.  This is known as walking the process.   During this time, identify any gaps or errors in your process map.  The map should represent what is really occurring, which may or may not be inline with what is in your process documentation.  To identify risk, you must analyse the actual process, not a hypothetical one.  So adapt your process map to what is actually occurring, even if that is contrary to the procedure.

Continuing with the example of the ball point pen from the lessons on the Design FMEA, this is the process map for the assembly of the pen.

Hints & tips

  • If different operators do things differently, capture all the ways the work is done and show them as parallel paths.
  • Don’t over-focus on the format of the process map.  You will be taking the information from the map and entering it into the Process FMEA form, which will be the controlled document.
  • If working on a large complex process, it may be easier to break it up into several smaller processes.  But if you do that, be sure that the boundary conditions are compatible and no activities are overlooked.
  • The level of detail is normally the action done at the work station.  Do not get all the way down to the movements of hands (lift tool, turn screwdriver), but don’t be at such a high level that the actions are masked.
Login to download
  • 00:04 Hi I'm Ray Sheen.
  • 00:06 A key element of the Process FMEA is to create a process map.
  • 00:10 Let's look at this step in a little more detail.
  • 00:13 So what is process mapping?
  • 00:16 Process mapping is a visual display of all of the steps in a process that
  • 00:20 includes arrows showing the relationship between these steps.
  • 00:24 A process is a sequence of activities and each activity is a separate box or
  • 00:28 object on the map with the arrows showing the sequence.
  • 00:32 We use those process steps in the Process FMEA.
  • 00:35 The first column on the left side of the FMEA is the process step.
  • 00:39 One of the reasons we do the mapping is to identify overlooked steps.
  • 00:42 If we think about where the item being processed goes next,
  • 00:46 we find the next step in the process.
  • 00:48 Too often, procedures for processing an item only address the main activities.
  • 00:53 But the operators know that they have to other minor actions, such as moving
  • 00:57 the item, entering data, or running some type of equipment check or setup.
  • 01:02 The process map helps us to see all those other steps
  • 01:05 that are a necessary part of the operational process.
  • 01:09 Process mapping is an excellent platform to use when trying to explain the need for
  • 01:13 a change in the process.
  • 01:15 There's an old saying a picture is worth a thousand words, and
  • 01:18 the process map is a picture of the process.
  • 01:21 Showing a picture of the current state of the process and then the future state.
  • 01:25 After the process is improved will help others understand the need for
  • 01:28 the change or improvement.
  • 01:30 So let's talk about creating a process map for a Process FMEA.
  • 01:34 I start by using the SIPOC.
  • 01:37 The SIPOC, which stands for Suppliers, Inputs to Process, and then Outputs and
  • 01:42 Customers, is the starting point for most process mapping techniques.
  • 01:47 In this program, I'll be showing a very basic form of process mapping.
  • 01:51 There are advanced techniques such as value stream mapping, value creation
  • 01:54 mapping, customer journey mapping and the IDEF methodology, just to name a few.
  • 02:00 These are tailored process mapping techniques for specific applications.
  • 02:04 If you're familiar with one of those, feel free to use that technique.
  • 02:07 We won't need to use the advanced features, though.
  • 02:09 Just the basic flow and identification of process steps.
  • 02:13 The SIPOC sets the process boundaries by clarifying
  • 02:16 what will be part of the process that is analyzed and what will not.
  • 02:20 I like to create this by setting the first step and the last step of the process.
  • 02:24 Then I ask the question, what inputs are needed for the process and
  • 02:28 who provides them?
  • 02:29 Those are the suppliers and inputs.
  • 02:31 Often after asking this question, I decide to make a small change concerning what
  • 02:36 step will be the first step that we consider.
  • 02:39 I do this to include or exclude certain inputs for this process.
  • 02:43 Then I ask, when the process is over what outputs have been generated and
  • 02:47 who gets those outputs?
  • 02:49 Again, I may change the last step of the process to include or
  • 02:52 exclude certain items.
  • 02:55 Now with the boundaries set we can begin to fill in all of the steps.
  • 02:59 If you have process documentation,
  • 03:01 use that as your starting point to list the steps in the correct sequential order.
  • 03:06 If there is no documentation, rely on your subject matter
  • 03:09 experts to describe the order that things should be done.
  • 03:12 Each step gets its own box or object on the map, and each step or
  • 03:16 action is put in the proper sequence.
  • 03:18 Arrows are used between each step to show the sequence.
  • 03:21 Some organizations will use different shapes or colors for
  • 03:24 different types of activities.
  • 03:25 Which is a perfectly acceptable though not mandatory approach.
  • 03:30 Next walk the process. By that I mean follow an actual item through every step
  • 03:35 to see what really happens.
  • 03:37 The map needs to reflect reality, so
  • 03:39 if people are not following the published procedure, map what they are doing.
  • 03:44 Also, be sure to map any parallel paths or loops that occur in the process.
  • 03:49 The reason you need to walk the process is because, I have found that in almost every
  • 03:53 case when process mapping, there are three versions of the process.
  • 03:58 The first version is what you think is the process.
  • 04:00 This is often the steps in the procedure that everyone says they are following.
  • 04:05 And you'll also have the desired version of the process.
  • 04:08 This is what the process could be if you removed all the waste and inefficiency.
  • 04:12 But when you walk the process you find out what is really going on.
  • 04:16 Some people follow the procedure but
  • 04:19 they've learned that they need to add another step here or there.
  • 04:22 Where there's that special customer that requires that things
  • 04:25 be done in a different order just for them.
  • 04:28 Whatever the reason, you need to get the actual process and
  • 04:31 include all those steps in your Process FMEA.
  • 04:35 Now, let's look at our ball point pen example that we used with the Design FMEA
  • 04:39 lessons.
  • 04:40 We will use the pen assembly process.
  • 04:43 My first step is to review the kit that has all of the parts for
  • 04:47 the batch of pens to be made, and the traveler,
  • 04:49 which is the internal work order to make sure I know what I'm supposed to do.
  • 04:54 And I intend to finish when the work is all done and
  • 04:56 I've placed everything into the Kanban box for that batch so
  • 05:00 it can be moved on to the next step in the business process.
  • 05:04 The inputs are the kit parts and the traveler form from the stock room,
  • 05:09 the work instructions prepared by manufacturing operations, and
  • 05:12 the quality control plan provided by the quality operations.
  • 05:16 The outputs are the correctly completed batch of pens which goes to the stock
  • 05:21 room, the traveler form which goes back to the manufacturing operations and
  • 05:25 any bad parts which go to the material review board in the organization
  • 05:29 that dispositions bad parts for either scrap or rework.
  • 05:33 Okay, so now we can sequence the process.
  • 05:36 After the review, clean the bottom barrel.
  • 05:39 Next, add the decal telling us that these pens are for Mom's Diner.
  • 05:44 Then we inspect the decals for alignment.
  • 05:46 The bad ones will be sent to the material review board for disposition but
  • 05:50 the good ones go forward and we put the refill assembly into the bottom barrel.
  • 05:54 Now screw the top barrel into this sub-assembly.
  • 05:57 Click the button on the top five times to make sure it works correctly.
  • 06:01 Draw a line to be sure that the point is rolling freely and ink is deposited.
  • 06:05 If either of those fail, the pen goes to MRB for disposition.
  • 06:10 Update the traveler to record the numbers of good pens that are in the batch.
  • 06:14 Then it's on to the last step of loading the Kanban tub and
  • 06:17 sending it back to the stock room.
  • 06:19 The process map is our starting point for the Process FMEA spreadsheet.
  • 06:24 These steps are the first column in the form, so we wanna get this right.

Lesson notes are only available for subscribers.

PMI, PMP, CAPM and PMBOK are registered marks of the Project Management Institute, Inc.

Gift this course