Metrics-Based Process Mapping: Part 1 of 3
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Recorded webinar: http://slidesha.re/1eYtbZM Part 2 - http://slidesha.re/17pgwcS Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo) Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/MBPMbk Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments. Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping. Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
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Metrics-Based Process Mapping: Part 1 of 3
- 2. 2 Karen Martin, Principal Karen Martin & Associates www.ksmartin.com Mike Osterling, President Osterling Consulting www.mosterling.com Chapter 12 – Metrics-Based Process Mapping (manual method) Excel Tool for Archiving Completed Maps Available from Productivity Press, Amazon, or any major bookseller About Us
- 3. © 2010 Karen Martin & Associates 3 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state Part 2: Analyze the current state; design and implement the future state Part 3: Document the improved process
- 4. © 2010 Karen Martin & Associates The Work We Do: Degrees of Granularity 4 Value Stream Process Process Process Step Step Step Value Stream Map Micro View (Tactical) Macro View (Strategic) Metrics-Based Process Map
- 5. © 2010 Karen Martin & Associates 5 Traditional Mapping Method: Process Flow Chart Where’s the quality? Where’s the time?
- 6. 6 How do we know what to improve? Traditional Swim Lane Process Maps
- 7. © 2010 Karen Martin & Associates 7 What is a Metrics-Based Process Map? A visual process analysis and design tool, which integrates: Functional orientation of traditional swim lane process maps Key Lean time and quality metrics The office/service version of the standard work combination sheets often used to improve manufacturing processes. Tool which highlights the disconnects / wastes / delays in a process Keeps the improvement focus properly directed Serves as standard work for workforce training and process monitoring
- 9. © 2010 Karen Martin & Associates When is the MBPM Used? For current state analysis and future state design during an office/service-based Kaizen Event. As a stand alone improvement tool. To avoid sub-optimizing, tie all improvements to a strategic improvement plan such as a value stream map. 9
- 10. © 2010 Karen Martin & Associates Supplies Needed 36” wide white paper Scissors & masking tape 3 x 6” post-its (multiple colors) 2 x 2” post-its (green and yellow) Sharpie markers A red or other brightly colored marker Calculators 10
- 11. © 2010 Karen Martin & Associates Mapping Preparation Select a skilled facilitator. Scope the process being mapped – opt for narrow current state focus so you can explore deeply and minimize variation. Select a cross-functional team of no more than 10. Process workers (30-50% of the team) Upstream suppliers Downstream customers Outside eyes Draw 6” wide swim lanes on the 36” paper. Pre-drawn lines – template available: www.ksmartin.com/files/templates/MBPM_swimlanes.pdf Chalk line Manually draw 11
- 12. Step 1: Label the map Process Name Included/Excluded Conditions Current State MBPM Date Facilitator and/or Team Names
- 13. Step 2: Label the Swim Lanes with the Functions Involved in the Process Process Name Included/Excluded Conditions Current State MBPM Date Facilitator and/or Team Names Function A Function B Function C Function D Function E Function F
- 14. Step 1 Step 2 Parallel Steps (concurrent activities) Ticking clock Step 3: Document all activities (steps) on 3 x 6” post-its; place sequentially
- 15. MBPM Post-it Conventions Activity (Verb / Noun) Function that performs the task
- 16. Step # Step 4: Number the Activities Note: For parallel activities, use alpha modifiers -- e.g. 8A, 8B, etc.
- 17. # Staff (if relevant) Barriers to Flow (if relevant) • Batching • Shared resources • System downtime • Etc. PT (Process Time) LT (Lead Time) % Complete & Accurate Step 5: Add Step-specific information
- 18. © 2010 Karen Martin & Associates 18 Key Lean Metrics: Time Process time (PT) The time it takes to actually perform the work, if one is able to work on it uninterrupted Includes task-specific doing, talking, and thinking aka “touch time,” work time, cycle time Lead time (LT) The elapsed time from the time work is made available until it’s completed and passed on to the next person or department in the chain aka throughput time, turnaround time, elapsed time Includes Process Time
- 19. © 2010 Karen Martin & Associates Lead Time vs. Process Time 19 Lead Time Work Received Work passed to next step Process Time LT = PT + Waiting / Delays
- 20. © 2010 Karen Martin & Associates Key Lean Metrics: Quality %Complete and Accurate (%C&A) % time downstream customer can perform task without having to “CAC” the incoming work: Correct information or material that was supplied Add information that should have been supplied Clarify information that should or could have been clear This output metric is measured by the immediate downstream customer and all subsequent downstream customers. If workers further downstream deem the output from a particular step to be less than 100%, multiply their assessment of quality with the previous assessments. 20
- 21. © 2010 Karen Martin & Associates 21 Metrics-Based Process Mapping: Three-Part Series Part 1: Document the current state Part 2: Analyze the current state; design and implement the future state Part 3: Document the improved process
- 22. © 2010 Karen Martin & Associates 22 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Visit us on Twitter, LinkedIn, Facebook, http://www.youtube.com/user/KarenMartinAssoc For Further Questions