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In order to improve process performance, the Lean Six Sigma project team must understand the current state of the process. Process Mapping is the technique for describing the process and providing a framework for collecting process data.

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Quick reference

Process Mapping

In order to improve process performance, the Lean Six Sigma project team must understand the current state of the process. Process Mapping is the technique for describing the process and providing a framework for collecting process data.

When to use

Every Lean Six Sigma project should prepare a process map for the process they are analyzing. The map is initiated in the Define phase with the SIPOC. As the project develops, details are added and analysis is overlaid on the map. When improvements are identified, they are first tested on the map before implementation.

Instructions

Process mapping is one of the most fundamental techniques used in Lean Six Sigma. Variations of process maps are used throughout the improvement project. The map provides a visual picture of the process that can be used to improve communication and understanding for team members and stakeholders. The map is also used to test ideas for process improvement.

During the Define phase, a high-level map is developed based upon the SIPOC, which stands for:

  • Supplier
  • Input
  • Process
  • Output
  • Customer

The SIPOC identifies the process boundaries by clarifying the first and last steps and determining the inputs and outputs for the process. The supply of the inputs and the use of the outputs are outside the process and therefore not part of the project. The use of the inputs and the creation of the outputs are inside the process and thus part of the project analysis.

The SIPOC that is completed in the Define phase is then used to create a high-level process map that shows the major steps or activities. When a procedure for the process is available, it should be used to initially generate the map. If there is no procedure, interview process operators and subject matter experts to identify the steps.

The steps are then put into the proper sequence. A key component of process mapping is to “walk the process” to see what is really happening, often referred to as a Gemba walk. When it is discovered that the actual process is different from what is mapped, change the map, do not change the process (yet – that comes in the Improve phase).

There are numerous map symbol sets available. Symbols can help to communicate what is happening in a process, provided everyone understands what the symbol means and uses it correctly. Symbols add time to the creation of the map and sometimes add value. Symbols are a common type of question on the certification exams.

Hints & tips

  • I do my initial map with post-it notes on a wall or desktop. Then I transfer it into software and sometimes add the symbols.
  • If the process is not well documented, you are likely to find that each process operator has their own way of doing it. Select one as the baseline but also map the alternate paths. Until we do the analysis we can’t say with certainty which path is better.
  • Map what is really happening, not what people say should be happening.
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  • 00:04 Hi, Ray Sheen again.
  • 00:06 In the Define phase,
  • 00:07 we picked the process that will be analyzed by the Lean Six Sigma team.
  • 00:11 And that process is often defined with a process map.
  • 00:16 >> So let's discuss process mapping.
  • 00:18 Your process may already have a map developed.
  • 00:21 But often one of the first things a Lean Six Sigma team must do is to create a map
  • 00:25 just so that they know what is in the process and what is not.
  • 00:29 A process map is a visual display of process steps or activities.
  • 00:33 It creates a picture of the process.
  • 00:36 Process mapping is a great help to the Lean Six Sigma team because
  • 00:39 it allows them to see and
  • 00:41 understand some of the process problems that the stakeholders are describing.
  • 00:45 Things like bottlenecks and
  • 00:47 loops can be drawn on the map to illustrate what is happening.
  • 00:50 Another great benefit is that a complete process map will often uncover areas
  • 00:54 in the process that have been overlooked.
  • 00:56 This is especially true in a cross-functional process,
  • 00:59 where there's no one responsible for the entire process.
  • 01:02 Inevitably, unrecognized delays and error-prone activities will be identified.
  • 01:07 I've seen it happen again and again.
  • 01:10 The process map is also a great visual platform to discuss changes and
  • 01:14 improvements within the Lean Six Sigma team and
  • 01:17 between the team and the process stakeholders.
  • 01:20 Now, I want to go through some basics of how to create a map.
  • 01:23 We'll spend more time on this when we go to the Measure phase and
  • 01:26 work with our value stream map, which is a subset of the overall process map.
  • 01:30 We always start working with the SIPOC.
  • 01:33 That stands for Supplier, Input, Process, Output, and Customer.
  • 01:38 The SIPOC identifies the process endpoints.
  • 01:41 During the Define phase, the Lean Six Sigma team needs to get clarity on
  • 01:45 the process endpoints that they will be using in order to avoid scope creep.
  • 01:49 By establishing clear boundaries, the team and
  • 01:52 the stakeholders know the area of focus.
  • 01:55 Now, the way we do this is to determine the first step and
  • 01:58 last step that the team will analyze.
  • 02:00 Often that is an easy and logical decision, such as when an initiating
  • 02:04 action occurs or when the process outputs are transferred to another department.
  • 02:09 But sometimes on large complex processes,
  • 02:12 a team may only focus on one portion of the overall process.
  • 02:16 For instance,
  • 02:17 I was working with the manufacturing team last year that was just looking
  • 02:21 at the equipment to set up activities on a semi-automated production line.
  • 02:25 With these endpoints set, identify all the inputs to the process and
  • 02:29 who supplies them.
  • 02:30 Then identify all the outputs and who uses them.
  • 02:33 An input may not be used until a step in the middle of the process, and an output
  • 02:38 may be created and sent out of the process well before you reach the final step.
  • 02:43 With the SIPOC in place, we next identify the process steps.
  • 02:47 If there's current and accurate process documentation, this step is very easy.
  • 02:51 Just follow the procedure.
  • 02:53 If documentation is not current or complete, you'll need to talk with
  • 02:57 the process experts to find out all the things that must be done.
  • 03:00 When I'm collecting the information, I don't worry about the sequence.
  • 03:04 I just want to know all of the activities,
  • 03:07 all the stuff that has to be done in the process.
  • 03:10 Now, when collecting the process steps,
  • 03:12 be sure every step is written as an action and not just a location.
  • 03:16 You want to capture the activities.
  • 03:18 You can use the locations as a descriptive modifier.
  • 03:21 But to truly understand the process,
  • 03:23 you need to know what is happening in each step.
  • 03:25 If no one knows what happens at a step,
  • 03:27 find a subject matter expert who can explain it.
  • 03:30 This step in process mapping either goes really fast or really slow.
  • 03:35 With the steps identified, we can now show the flow between the steps.
  • 03:39 Again, if you have a procedure, this is easy to do.
  • 03:43 If there is no procedure, talk to the process operators and experts,
  • 03:46 although be prepared for the condition where everyone does it differently.
  • 03:50 When this is the case, you need to set one flow as the standard or
  • 03:54 baseline and capture all of the alternate flows.
  • 03:57 We use arrows between the activities to show the relationship and
  • 04:01 the direction of flow.
  • 04:02 You've probably been creating this on a whiteboard or a tabletop,
  • 04:06 or maybe in an application like VIZIO.
  • 04:08 This is great for the team, but you need to validate that the flow is correct.
  • 04:11 So go walk the process.
  • 04:13 Follow an item from beginning to end and see if it follows the flow.
  • 04:17 I know your flow follows a procedure and that is what everyone is supposed to do,
  • 04:23 but map what they really do, rarely are those the same.
  • 04:26 This is sometimes called the Gemba Walk.
  • 04:28 Gemba is derived from the Japanese word meaning the real thing.
  • 04:33 So we go on a walk to observe what actually
  • 04:36 happens in the process to make sure our map reflects reality.
  • 04:40 Often the procedure is describing the best-case scenario,
  • 04:43 but we actually find that the items loop back and forth through the same
  • 04:47 process steps several times until they get something right.
  • 04:50 The last thing I want to mention in this session is process mapping symbols.
  • 04:55 There are a number of symbols that are used to represent certain kinds of steps
  • 04:59 and processes.
  • 04:59 I'm showing the most common ones here.
  • 05:02 Symbols can make it easier to understand a map,
  • 05:05 but they take time and can sometimes be a distraction.
  • 05:09 Sometimes I use them, sometimes I don't.
  • 05:11 Even when using them, I normally start with just boxes and
  • 05:14 then add the symbols later.
  • 05:16 However, one thing to keep in mind if you are planning on becoming certified.
  • 05:20 Symbol questions work really well on a test, and IASSC likes to use them.
  • 05:27 >> You will want to create a process map for your process.
  • 05:30 So if you aren't already familiar with this technique,
  • 05:33 review this module again while building your map.

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