Process Managment Manual Sample-Six Sigma

Table of Contents
Page
Introduction - Define and Measure Phases
Course Overview ……………………..…………………………………………………………………….…….… 2
Introduction to Process Management………………………………..…………………….………………..…..…. 4
Introduction to Six Sigma…………………………………………………………………………..……………… 12
Basic Statistics for Process Management………………………………………………..…...……………………22
Descriptive Statistics
Variation, Probability, Specifications
Statistical Analysis: Sigma Score, Z Table
Cost of Poor Quality (COPQ)………………………………………………………………………………….……59
Define Phase…………………………………………………………………………………………………..….....64
Selecting a Key Process
Key Process Prioritization Matrix
Defining a Project
Problem Statement
Objective Statement
Measure Phase: Part One – Process Mapping…………………………………………………..……….………81
Introduction to Process Mapping
SIPOC Diagrams
Controllable Inputs and Noise
Process Inputs and Outputs
Measure Phase: Part Two – Finding Potential X’s……………………………………………….……….….….109
Brainstorming Techniques
Cause and Effect Diagram
Affinity Diagram
X-Y Matrix Analysis
Process Capability ………………………………………………………………………………………………....123
Measurement System Analysis………………………………………………………………..………………….134
Process Improvement Project…………………………………………………………….…………...………...…148
Analyze, Improve & Control Phases

Learning Roadmap………………………………………………………….………………………………….…..154
Workplace Assignment Review…………………………………………………………………………….…….156
Defects, Defectives and Opportunities…………………………………….……………………………….…….157
Defects Per Unit
Defects Per Million Opportunities
Graphical Analysis…………………………………………………………………….………………………….162
Histogram
Capability Analysis
Run Charts
Individuals Control Chart
Box Plot
Main Effects Plot
Multi-vari Chart
Scatter Plot
Failure Modes and Effects Analysis………………………………….…………………………………….….….184
Lean Principles…………………………………………………………….…………………………………..……197
Lean Value Stream Analysis
Applying the 5S Principles
Introduction to Improvement Experiments……………………………………..…………………………….……219
Poka-Yoke Methods………………………………………………………………………………………….…….227
Statistical Process Control………………………………………………………………….……………….……..234
Control Charts………………………………………………………………………………………..………..…..243
Tracking and Managing a Process……………………………………………………………………..….…….252
Finalizing Your Workplace Assignment…………………………………………………………………..….….262
Glossary
© Copyright 2006 Robert E, Shank

1
Process Management Training
Measure Phase
Part One
Now you enter the world of measurement, where you can discover the ultimate source of problem-
solving power: data. Process improvement is all about narrowing down to the vital few factors that
influence the behavior of a system or a process. The only way to do this is to measure and observe
your process characteristics and your critical-to-quality characteristics. Measurement is generally
the most difficult and time-consuming phase in the DMAIC methodology. But if you do it well, and
right the first time, you will save your self a lot of trouble later and maximize your chance of
improvement.
OSSS Process Management Manual Copyright OpenSourceSixSigma.com

2
Measure Phase Part One
Roadmap for Process Management
1. What processes do I work in or own?

You are now ready for the third step in the roadmap
Processes
Processes for Process Management:
1.___________
1.___________
2.___________
2.___________
3.___________
This will be a lengthy step as it requires a full
3.___________
4.___________
4.___________ characterization of your selected process.
2. Which process should I focus on first?
Which
Whichofofthese
theseare
arethe
themost
mostimportant
importanttotoour
our
customers
customers(internal
(internaland
andexternal)
external)that
thatare
areinin There are four key deliverables from the Measure
most
mostneed
needofofimprovement
improvementbased
basedononthe
the
VOC,
VOC,VOB
VOBand andVOP?
VOP? Phase:
Selection Criteria
Process 1 2 3 4 5 6 Rank
1
2 1. A robust description of the process and its
3
workflow.
3. Build the Process Management System.
Using
Usingthe
theselected
selectedprocess
processcharacterize
characterizeand
and 2. A quantitative assessment of how well the
structure
structurethe
theprocess
processtotoimprove
improveits
its
efficiency, effectiveness and adaptability.
efficiency, effectiveness and adaptability.
process is actually working.
P ro c e s s A
P ro c e s s F lo w S te p In d ic a to r
P1
P4
P2 P3
1 P5
P1
P2
P3
3. An assessment of any measurement systems used
Q
Q 1
P4
to gather data for making decisions or to
describe the performance of the process.
4. Track and manage the process.
Using
UsingaaProcess
ProcessManagement
ManagementSummary
Summary 4. A “short” list of the potential causes of our
periodically
periodicallyreview
reviewthe
theperformance
performanceofofthe
the
process and take necessary actions.
process and take necessary actions.
problem, these are the X’s that are most likely
Process Owner Step Performa Target Trend Links To: Customer Improvemen Comments
related to the problem.
nce t Activities
Sorting Jones P1 4.2% 1.3% Merge I4 Smith None
On the next lesson page we will help you develop a

visual and mental model that will give you leverage in
5. Pick the next process to improve.
finding the causes to any problem.
Pick
Pickthe
thenext
nextprocess
processidentified
identifiedfrom
fromthe
the
selection
selectiontool
tooland
andperform
performsteps
steps11through
through4.
4.
Continue
Continueuntil
untilall
allselected
selectedprocess
processare
are
included
includedininthe
theProcess
ProcessManagement
ManagementSystem.
System.
1. What is the actual process being performed compared

to what I think it is (Process Map) ?
2. How are the processes associated with this problem

really working (Capability)?
3. Is my ability to measure/detect accurate enough to

make good decisions (Measurement System Analysis)?
4. Which inputs (Critical X’s) seem to have the greatest

effect on the outputs (Y’s)?
Identify the true process and determine the most likely

contributors including the statistical determination of the accuracy
and repeatability of the data that characterize the process.

3
The Leverage Funnel
XXXXXXXX XX
The many Xs
XXXXXXXX XX
when we first start X XX XXXXX X X
(The trivial many) X XX XXXXX X X
The quantity of Xs
XX XX XX X
after
keepwe
reducing
think as
you
about
workY=f(X)
the project
+e
The quantity of Xs
when
remaining
we apply
after
XXX
leverage
DMAIC
(The vital
few)
As you go through the application of DMAIC you will have a goal to find the root causes to the
problem you are solving. Remember that a vital component of problem solving is cause and effect
thinking or Y=f(X). To aid you in doing so, you should create a visual model of this goal as a funnel -
a funnel that takes in a large number of the “trivial many contributors” and narrows them to the “vital
few contributors” by the time they leave the bottom of the funnel.
At the top of the funnel you are faced with all possible causes - the “vital few” mixed in with the
“trivial many.” When you work an improvement effort or project, you must start with this type of
thinking. You will use various tools and techniques to brainstorm possible causes of performance
problems and operational issues based on data from the process.
In summary, you will be applying an appropriate set of “analytical methods” and the “Y is a function
of X” thinking, to transform data into the useful knowledge needed to find the solution to the
problem. It is a mathematical fact that 80 percent of a problem is related to six or less causes, the
critical X’s. In most cases it is between one and three. The goal is to find the one to three Critical X’s
from the many potential causes when we start an improvement project. In a nutshell, this is how the
Six Sigma methodology works.

4
Overview of Process Mapping
Process Mapping, also

called flowcharting, is a In order to correctly manage a process, you
technique to visualize the must be able to describe it in a way that
tasks, activities and steps can be easily understood.
necessary to produce a • The preferred method for describing a
product or a service. The process is to identify it with a generic
preferred method for name, show the workflow with a Process
describing a process is to Map and describe its purpose with an
identify it with a generic operational description.
name, show the workflow • The first activity of the Measure Phase is
with a Process Map and to adequately describe the process under
describe its purpose with an investigation.
operational description.
Remember that a process is
t
a blending of inputs to
ec
Start Step A Step B Step C Step D Finish
sp
In
produce some desired
output. The intent of each
task, activity and step is to
add value, as perceived by the customer, to the product or service we are producing. You cannot
discover if this is the case until you have adequately mapped the process.
There are many reasons for creating a Process Map:

1. It helps all Process Members understand their part in the process and how their process fits
into the bigger picture.
2. It describes how activities are performed and how the work effort flows, it is a visual way of
standing above the process and watching how work is done. In fact, Process Maps can be
easily uploaded into modeling and simulation software where computers allow you to simulate
the process and visually see how it works.
3. It can be used as an aid in training new people.
4. It will show you where you can take measurements that will help you to run the process better.
5. It will help you understand where problems occur and what some of the causes may be.
6. It leverages other analytical tools by providing a source of data and inputs into these tools.
7. It identifies and leads you to many important characteristics you will need as you strive to
make improvements.
8. Individual maps developed by Process Members form the basis of Process Management. The
individual processes are linked together to see the total effort and flow for meeting business
and customer needs.
In order to improve or to correctly manage a process, you must be able to describe it in a way that
can be easily understood, that is why the first activity of the Measure Phase is to adequately describe
the process under investigation. Process Mapping is the most important and powerful tool you will use
to improve the effectiveness and efficiency of a process.

5

Information from Process Mapping
These are more reasons why Process
By mapping processes we can identify many important
Mapping is the most important and characteristics and develop information for other
powerful tool you will need to solve a analytical tools:
1. Process inputs (X’s)
problem.
2. Supplier requirements
3. Process outputs (Y’s)
It has been said that Six Sigma is the 4. Actual customer needs
most efficient problem solving 5. All value-added and non-value added process tasks and steps
methodology available. This is because 6. Data collection points
work done with one tool sets up • Cycle times
• Defects
another tool, very little information and
• Inventory levels
work is wasted. Later you will learn to • Cost of Poor Quality, etc.
how to further use the information and 7. Decision points
knowledge you gather from Process 8. Problems that have immediate fixes
Mapping. 9. Process control needs
There are usually three views of a process: There are usually three views of a
process: The first view is “what you think
the process is” in terms of its size, how
1 2 3 work flows and how well the process
What you THINK it is.. What it ACTUALLY is.. What it SHOULD be.. works. In virtually all cases the extent
and difficulty of performing the process
is understated.
It is not until someone Process Maps the

process that the full extent and difficulty
is known and it virtually is always larger
than what we thought, is more difficult
and it costs more to operate than we
realize. It is here that we discover
the Hidden Operations also. This is the second view: “what the process actually is”.
Then there is the third view: “What it should be”. This is the result of process improvement activities. It
is precisely what you will be doing to the key process you have selected during the weeks between
classes. As a result of your project you will either have created the “what it should be” or will be well
on your way to getting there. In order to find the “what it should be” process, you have to learn
Process Mapping and literally “walk” the process via a team method to document how it works. This
is a much easier task then you might suspect, as you will learn over the next several lessons.
There may be
A RECTANGLE indicates an A PARALLELAGRAM shows
several activity. Statements within that there are data
interpretations of the rectangle should begin
some of the Process with a verb
Mapping symbols; A DIAMOND signifies a decision An ELLIPSE shows the start
however, just about point. Only two paths emerge from and end of the process
everyone uses these a decision point: No and Yes
primary symbols to
document An ARROW shows the A CIRCLE WITH A LETTER OR
1 NUMBER INSIDE symbolizes
processes. As you connection and direction
the continuation of a
of flow
become more flowchart to another page
practiced you will
find additional symbols useful, i.e. reports, data storage etc. For now we will start with just these symbols.

6
Process Mapping Levels

Before Process Mapping starts, you
have to learn about the different level Level 1 – The Macro Process Map, sometimes called a
Management level or viewpoint.
of detail on a Process Map and the Customer
Calls
Take Make Cook Pizza Box Deliver Customer
for
different types of Process Maps. Hungry
Order
Order Pizza Pizza Correct Pizza Pizza Eats
Fortunately these have been well

Level 2 – The Process Map, sometimes called the Worker level or
categorized and are easy to viewpoint. This example is from the perspective of the pizza chef
understand. Pizza
Dough
No
There are three different levels of Take Order
from Cashier
Add
Ingredients
Place in
Oven
Observe
Frequently
Check
if Done
Yes Remove
from Oven 1
Process Maps. You will need to use

Start New
all three levels and you most likely will Pizza
use them in order from the macro map No

Scrap
Tape
to the micro map. The macro map 1 Pizza

Correct
Yes
Place in
Box
Order on
Box
Put on
Delivery Rack
contains the least level of detail, with Level 3 – The Micro Process Map, sometimes called the
increasing detail as you get to the Improvement level or viewpoint. Similar to a Level 2, it will
micro map. You should think of and show more steps and tasks and on it will be various
performance data; yields, cycle time, value and non-value
use detail as you get to the micro added time, defects, etc.
map. You should think of and use the
level of Process Maps in a way
similar to the way you would use road maps. For example, if you want to find a country, you look at the
world map. If you want to find a city in that country, you look at the country map. If you want to find a
street address in the city, you use a city map. This is the general rule or approach for using Process
Maps.
The Macro Process Map, what is called the Level 1 Map, shows the big picture, you will use this to
orient yourself to the way a product or service is created. It will also help you to better see which major
step of the process is most likely related to the problem you have and it will put the various processes
that you are associated with in the context of the larger whole. A Level 1 PFM, sometimes called the
“management” level, is a high-level Process Map having the following characteristics:
• Combines related activities into one major processing step

• Illustrates where/how the process fits into the big picture
• Has minimal detail
• Illustrates only major process steps
• Can be completed with an understanding of general process steps and the
purpose/objective of the process
The next level is generically called the Process Map. You will refer to it as a Level 2 Map and it
identifies the major process steps from the workers point of view. In the pizza example above, these are
the steps the pizza chef takes to make, cook and box the pizza for delivery. It gives you a good idea of
what is going on in this process, but could can you fully understand why the process performs the way it
does in terms of efficiency and effectiveness, could you improve the process with the level of knowledge
from this map? Probably not, you are going to need a Level 3 Map called the Micro Process Map. It is
also known as the improvement view of a process. There is however a lot of value in the Level 2 Map,
because it is helping you to “see” and understand how work gets done, who does it, etc. It is a
necessary stepping stone to arriving at improved performance.
Next we will introduce the four different types of Process Maps. You will want to use different types of
Process Maps, to better help see, understand and communicate the way processes behave.

7
Types of Process Maps

There are four types of Process
Maps that you will use. They The Linear Flow Process Map
are the Linear Flow Map, the Customer
Hungry
Calls
for
Take
Order
Make
Pizza
Cook
Pizza
Pizza
Correct
Box
Pizza
Deliver
Pizza
Customer
Eats
Order
deployment or Swim Lane
Map, the S-I-P-0-C map As the name states, this diagram shows the process steps in a sequential flow, generally
ordered from an upper left corner of the map towards the right side.
(pronounced sipoc) and the
Value Stream map. The Deployment-Flow or Swim Lane Process Map
Customer
Customer Calls for Customer
While they all show how work

Hungry Order Eats
gets done, they emphasize

Cashier
Take
Order
different aspects of process

flow and provide you with Box
Cook
Make Cook Pizza

Pizza Pizza Correct Pizza
alternative ways to understand

the behavior of the process so
Deliverer
Deliver
Pizza
you can do something about it.

The Linear Flow Map is the The value of the Swim Lane Map is that is shows you who or which department is responsible
for the various steps in a process. This can provide powerful insights in the way a process
most traditional and is usually performs. A timeline can be added at the bottom to show how long it takes each group to
perform their work. Also each time work moves across a Swim Lane, there is a “Supplier –
where most start the mapping Customer” interaction. This is usually where bottlenecks and queues form.
effort.
The Swim Lane Map adds another dimension of knowledge to the picture of the process: Now you can
see which department area or person is responsible. You can use the various types of maps in the form
of any of the three levels of a Process Map.
L in e a r P r o c e s s M a p fo r D o o r M a n u fa c tu r in g
B e g in P r e p d o o r s In s p e c t P r e -c le a n in g A
R e tu r n
fo r
r e w o r k
M a r k fo r d o o r
In s ta ll in to In s p e c t
A w o r k jig
L ig h t s a n d in g
fin is h
h a n d le B
d r illin g
R e w o r k
D e -b u r r a n d A p p ly p a r t M o v e to
B D r ill h o le s
s m o o th h o le n u m b e r fin is h in g
C
S c r a tc h F in a l A p p ly s ta in
C In s p e c t In s p e c t E n d
r e p a ir c le a n in g a n d d r y
S c r a p
S w im L a n e P r o c e s s M a p fo r C a p ita l E q u ip
P r e p a r e
Business
p a p e r w o r k R e v ie w &
Unit
D e fin e R e c e iv e &
(C A A R & a p p r o v e
N e e d s in s t a lla tio n C A A R
u s e
r e q u e s t)
R e v ie w &
I.T.
C o n fig u r e
a p p r o v e
& in s ta ll
s ta n d a r d
Finance
R e v ie w &
Is s u e
a p p r o v e
p a y m e n t
C A A R
Corporate
Top Mgt/
R e v ie w &
a p p r o v e
C A A R
Procurement
A c q u ir e
e q u ip m e n t
S u p p lie r S u p p lie r
Supplier
S h ip s P a id
2 1 d a y s 6 d a y s 1 5 d a y s 5 d a y s 1 7 d a y s 7 d a y s 7 1 d a y s 5 0 d a y s

8
Types of Process Maps

The SIPOC diagram is
especially useful after you The SIPOC “Supplier – Input – Process – Output – Customer”
Process Map
have been able to construct
Suppliers Inputs Process Outputs Customers Requirements
either a Level 1 or Level 2 ATT Phones Pizza type See Below Price Cook Complete call < 3 min
Map because it facilitates Office Depot

TI Calculators
Size
Quantity
Order confirmation
Bake order
Accounting Order to Cook < 1 minute
Complete bake order
your gathering of other NEC Cash Register Extra Toppings

Special orders
Data on cycle time
Order rate data
Correct bake order
Correct address
pertinent data that is affecting Drink types & quantities Order transaction Correct Price
Other products Delivery info
the process in a systematic Phone number
Address
way. It will help you to better Name
Time, day and date
see and understand all of the Volume
influences affecting the

behavior and performance of Level 1 Process Map for Customer Order Process
the process. Call for
an Order
Answer
Phone
Write
Order
Confirm
Order
Sets
Price
Address
& Phone
Order to
Cook
You may also add a The SIPOC diagram is especially useful after you have been able to construct
requirements section to both either a Level 1 or Level 2 Map because it facilitates your gathering of other
the supplier side and the pertinent data that is affecting the process in a systematic way.
customer side to capture the
expectations for the inputs and the outputs of the process. Doing a SIPOC is a great building block to
creating the Level 3 Micro Process Map. The two really compliment each other and give you the power
to make improvements to the process.
The Value Stream Map

Process Steps
Log Route Disposition Cut Check Mail Delivery
-Computer -Department -Guidelines -Computer -Envelops
-1 Person Assignments -1 Person -Printer I -Postage
Size of work queue or I I -1 Person
I I -1 Person -1 Person
inventory
4,300 7,000 C/T = 75 sec 1,700 C/T = 255 sec 2,450 C/T = 15 sec 1,840 C/T = 100 sec
C/T = 15 sec
Uptime = 0.90 Uptime = 0.95 Uptime = 0.95 Uptime = 0.85 Uptime = 0.90
Process Step Hours = 8 Hours = 8 Hours = 8 Hours = 8 Hours = 8
Time Parameters Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5 Breaks = 0.5
Hours Hours Hours Hours Hours
Available =6.75 Available =7.13 Available =7.13 Available =6.38 Available =6.75
Sec. Sec. Sec. Sec. Sec.
Avail. = 24,300 Avail. = 25,650 Avail. = 25,650 Avail. = 22,950 Avail. = 24,300
Step Processing Time
15 sec 75 sec 255 sec 15 sec 100 sec
Days of Work in
queue 2.65 days 20.47 days 16.9 days 1.60 days 7.57 days
Process Performance
Metrics IPY = 0.92 IPY = .94 IPY = .59 IPY = .96 IPY = .96
Defects = 0.08 Defects = .06 Defects = .41 Defects = .04 Defects = .04
RTY = .92 RTY = .86 RTY = .51 RTY = .49 RTY = .47
Rework = 4.0% Rework = 0.0 Rework = 10% Rework = 0.0 Rework = 0.0
Material Yield = .96 Material Yield = .94 Material Yield = .69 Material Yield = .96 Material Yield = .96
Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 0.0% Scrap = 4.0%
Aggregate Performance
Metrics
Cum Material Yield = .96 X .94 X .69 X .96 X .96 = .57 RTY = .92 X .94 X .59 X .96 X .96 = .47
The Value Stream Map is a very powerful technique to understand

the velocity of process transactions, queue levels and value added
ratios in both manufacturing and non-manufacturing processes.
The Value Stream Map is a specialized map that helps you to understand numerous performance
metrics associated primarily with the speed of the process, but has many other important data. While
this Process Map level is at the macro level, the Value Stream Map provides you a lot of detailed
performance data for the major steps of the process. It is great for finding bottlenecks in the process. For
now we just want to introduce the Value Stream Map, we will study it and use it during Phase B of this
training.

9
Process Mapping Exercise – Going to Work
The purpose of this exercise is to develop a Level 1 Macro, Linear Flow Map and then convert this
map to a Swim Lane Map.
Read the following background for the exercise:
You have been concerned about your ability to arrive at work on time and also the amount of time it
takes from the time your alarm goes off until you arrive at work. To help you better understand both
the variation in arrival times and the total time, you decide to create a Level 1 Macro Process Map.
For purposes of this exercise, the start is when your alarm goes off the first time and the end is when
you arrive at your work station.
Task 1 – Mentally think about the various tasks and

activities that you routinely do from the defined start to the
end points of the exercise.
Task 2 – Using a pencil and paper create a Linear Flow

Map at the macro level, but with enough detail that you
can see all the major steps of your process.
Task 3 – From the Linear Flow Map, create a swim lane

style process map. For the lanes you may use the different
phases of your process, such as the wake up phase,
getting prepared, driving, etc.

10
A Process Map of Process Mapping
Process Mapping follows a general

order, but sometimes you may find
Select the Create the Create a
it necessary, even advisable to process Level 2 PFM Level 3 PFM
deviate somewhat. However, you
will find this a good path to follow
as it has proven itself to generate Determine
approach to Perform
Add
Performance
significant results. On the lessons map the
process
SIPOC
data
ahead we will always show you
where you are at in this sequence
Complete
of tasks for Process Mapping. Level 1 PFM
Identify all Identify
worksheet X’s and Y’s VA/NVA steps
Before we begin our Process
Mapping we will first start you off
with how to determine the Create Level
Identify
approach to mapping the process. 1 PFM
customer
requirements
Basically there are two

approaches: the individual and the Define the Identify
scope for the supplier
team approach. Level 2 PFM requirements
Process Mapping Approach

If you decide to do the individual approach, here are a few key factors: You must pretend that you are
the product or service flowing through the process and you are trying to “experience” all of the tasks that
happen through the various steps.
You must start by talking to the manager of the area and/or the Process Owner. This is where you will
This is where you will develop the Level 1 Macro Process Map. While you are talking to him or her, you
will need to receive permission to talk to the various members of the process in order to get the detailed
information you will need.
Select the Using the Individual Approach

process 1. Start with the Level 1 Macro Process Map.
2. Meet with Process Owner(s) / manager(s). Create a
Determine
Level 1 Map and obtain approval to interview
approach Process Members.
to map the 3. Starting with the beginning of the process, pretend
process
you are the product or service flowing through the
process, interview to gather information.
Complete
Level 1 4. As the interview progress, assemble the data into a
PFM Level 2 PFM.
worksheet
5. Verify the accuracy of the Level 2 PFM with the
individuals who provided input.
Create
Level 1 6. Update the Level 2 PFM as needed.
PFM
Using the Team Approach

Define the
scope for 1. Follow the Team Approach to Process Mapping
the Level 2
PFM

11

Process Mapping Approach
Process Mapping works
best with a team approach.
Select the Using the Team Approach
The logistics of performing process 1. Start with the Level 1 Macro Process Map.
the mapping a somewhat 2. Meet with Process Owner(s) / manager(s). Create a
different, but it overall it Level 1 Map and obtain approval to call a Process
Determine
takes less time, the quality approach Mapping meeting with Process Members (See team
of the output is higher and
to map the workshop instructions for details on running the
process
meeting).
you will have more “buy-in” 3. Bring key members of the process into the process
Complete
into the results. Input should Level 1 flow workshop. If the process is large in scope, hold
come from individuals PFM individual workshops for each subsection of the total
worksheet process. Start with the beginning steps. Organize
familiar with all stages of meeting to use the “post-it note approach to gather
process. Where appropriate Create individual tasks and activities, based on the macro
the team should include line Level 1 map, that comprise the process.
PFM
individuals, supervisors, 4. Immediately assemble the information that has been
provided into a Process Map.
design engineers, process
Define the 5. Verify the PFM by discussing it with Process Owners
engineers, process scope for and by observing the actual process from beginning
the Level 2
technicians, maintenance, PFM to end.
etc. The team Process
Mapping workshop is
where it all comes together.
In summary, after adding to and agreeing to the Macro Process Map, the team process mapping
approach is performed using multiple post-it notes where individuals write one task per note and, when
finished, place them onto a wall which contains a large scale Macro Process Map on it.
This is a very fast way to get a lot of information including how long it takes to do a particular task.
Using the Value Stream Analysis techniques which you will study later, you will use this data to
improve the process.
Select the The Team Process Mapping Workshop

process 1. Add to and agree on Macro Process Map.
2. Using 8.5 X 11 paper for each macro process step,
Determine
tape the process to the wall in a linear style.
approach 3. Process Members then list all known process tasks
to map the that they do on a post-it note, one process task per
process
note.
•Include the actual time spent to perform each
Complete
Level 1 activity, do not include any wait time or queue
PFM time.
worksheet •List any known performance data that describe the
quality of the task.
Create 4. Place the post-it notes on the wall under the
Level 1 appropriate macro step in the order of the work flow.
PFM 5. Review process with whole group, add additional
information and close meeting.
Define the 6. Immediately consolidate information into a Level 2
scope for Process Map.
the Level 2 7. You will still have to verify the map by walking the
PFM
process.
We will now discuss the development of the various levels of Process Mapping.

12

Steps in Generating a Level 1 PFM
You may recall that the preferred method for describing a process is to identify it with a generic
name, describe its purpose with an operational description and show the workflow with a Process
Map. When developing a Macro Process Map, always add one process step in front of and behind
the area you believe contains your problem as a minimum. To aid you in your start, we have
provided you with a checklist or worksheet. You may acquire this data from your own knowledge
and/or with the interviews you do with the managers / Process Owners. Once you have this data,
and you should do this before drawing maps, you will be well positioned to communicate with others
and you will much more confident as you proceed.
A macro map can be useful when reporting project status to management. A macro map can show
the scope of the project, so management can adjust their expectations accordingly. Remember, only
major process steps are included. For example, a step listed as “Plating” in a manufacturing Macro
Process Map, might actually consists of many steps: pre-clean, anodic cleaning, cathodic activation,
pre-plate, electro-deposition, reverse-plate, rinse and spin-dry, etc. The plating step in the macro map
will then be detailed in the Level 2 Process Map.
Follow the graphic below to learn the steps in creating a Level 1 PFM.
Select the Creating a Level 1 PFM

process 1. Identify a generic name for the process:
For instance: “Customer order process”
Determine 2. Identify the beginning and ending steps of the process:
approach Beginning - customer calls in. Ending – baked pizza given to
to map the operations
process
3. Describe the primary purpose and objective of the process
(operational definition):
Complete
Level 1 The purpose of the process is to obtain telephone orders for
PFM pizzas, sell additional products if possible, let the customer know
worksheet the price and approximate delivery time, provide an accurate
cook order, log the time and immediately give it to the pizza
Create cooker.
Level 1 4. Mentally “walk” through the major steps of the process and
PFM write them down:
Receive the order via phone call from the customer, calculate the
price, create a build order and provide the order to operations
Define the
scope for 5. Use standard flowcharting symbols to order and to illustrate
the Level 2 the flow of the major process steps.
PFM

13
Exercise – Generate a Level 1 PFM
The purpose of this exercise is to develop a Level 1 Linear Flow Process

Select the Map for the key process you have selected as your workplace
process assignment.
Read the following background for the exercise:
Determine You will use your selected key process for this exercise (if more than one
approach person in the class is part of the same process you may do it as a small
to map the group). You may not have all the pertinent detail to correctly put together
process
the Process Map, that is ok, do the best you can. This will give you a
starting template when you go back to do your workplace assignment. In
Complete this exercise you may use the Level 1 PFM worksheet on the next page
Level 1 as an example.
PFM
worksheet
Task 1 – Identify a generic name for the process.
Task 2 - Identify the beginning and ending steps of the
Create process.
Level 1
PFM Task 3 - Describe the primary purpose and objective of
the process (operational definition).
Task 4 - Mentally “walk” through the major steps of the
Define the process and write them down.
scope for
the Level 2 Task 5 - Use standard flowcharting symbols to order and
PFM to illustrate the flow of the major process steps.
1. Identify a generic name for the process:
2. Identify the beginning and ending steps of the process:
3. Describe the primary purpose and objective of the process (operational definition):
4. Mentally “walk” through the major steps of the process and write them down:
5. Use standard flowcharting symbols to order and to illustrate the flow of the major process
steps on a separate sheet of paper.

14
Example Template for Generating a Level 1 PFM
1. Identify a generic name for the process:
Customer Order Process
2. Identify the beginning and ending steps of the process:
Beginning - customer calls in
Ending – pizza order given to chef
3. Describe the primary purpose and objective of the process (operational definition):
The purpose of the process is to obtain telephone orders for Pizzas, sell additional
products if possible, let the customer know the price and approximate delivery time,
provide an accurate cook order, log the time and immediately give it to the pizza
cooker.
4. Mentally “walk” through the major steps of the process and write them down:
Receive the order via phone call from the customer, calculate the price, create a
build order and provide the order to the chef.
5. Use standard flowcharting symbols to order and to illustrate the flow of the major process
steps on a separate sheet of paper.
Create the Level 1 PFM..

15

Defining the Scope of Level 2 PFM
Customer Order Process Customer Order Process

Select the Customer Calls for Take Make Cook Box Deliver Customer
process Hungry Order Order Pizza Pizza Pizza Pizza Eats
Determine Pizza
approach Dough
to map the No
process Take Order Add Place in Observe Check Yes Remove
1
from Cashier Ingredients Oven Frequently if Done from Oven
Complete Start New

Pizza
Level 1
PFM Scrap
worksheet No
Tape
Pizza Place in Put on
1 Correct Box
Order on Delivery Rack
Yes Box
Create
Level 1
The rules for determining the scope of the Level 2 Process Map:
PFM
• Look at your Macro Process Map, select the area which represents your
problem.
Define the • Map this area at a Level 2.
scope for
the Level 2 • Start and end at natural starting and stopping points for a process, in
PFM other words you have the complete associated process.
With a completed Level 1 PFM, you can now “see” where you have to go to get more detailed
information. You will have the basis for a Level 2 Process Map.
The improvements are in the details. If the efficiency or effectiveness of the process could be
significantly improved by a broad summary analysis, the improvement would be done already. If you
map the process at an actionable level, you can identify the source of inefficiencies and defects. But
you need to be careful about mapping to little an area and missing your problem cause, or mapping
to large an area in detail, thereby wasting your valuable time.
When you perform the Process Mapping workshop or do the individual interviews, you will
determine how the various tasks and activities form a complete step. Do not worry about precisely
defining the steps, it is not an exact science, common sense will prevail. If you have done a Process
Mapping workshop, which you will remember we highly recommended, you will actually have a lot
of the data for the Level 3 Micro Process Map. You will now perform a SIPOC, and with the other
data you already have, will position you for about 70 percent to 80 percent of the details you will
need for the Level 3 Map.

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Table of Contents

Analyze, Improve & Control Phases

© Copyright 2006 Robert E, Shank

Process Management Training

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Roadmap for Process Management

1. What processes do I work in or own?

Sorting Jones P1 4.2% 1.3% Merge I4 Smith None

On the next lesson page we will help you develop a

1. What is the actual process being performed compared

2. How are the processes associated with this problem

3. Is my ability to measure/detect accurate enough to

4. Which inputs (Critical X’s) seem to have the greatest

Identify the true process and determine the most likely

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

The Leverage Funnel

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Overview of Process Mapping

Process Mapping, also

Remember that a process is

There are many reasons for creating a Process Map:

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

It is not until someone Process Maps the

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Process Mapping Levels

Fortunately these have been well

Process Maps. You will need to use

all three levels and you most likely will Pizza

use them in order from the macro map No

to the micro map. The macro map 1 Pizza

• Combines related activities into one major processing step

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Types of Process Maps

While they all show how work

gets done, they emphasize

different aspects of process

Make Cook Pizza

alternative ways to understand

you can do something about it.

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Types of Process Maps

Map because it facilitates  Office Depot

your gathering of other  NEC Cash Register  Extra Toppings

influences affecting the

The Value Stream Map

The Value Stream Map is a very powerful technique to understand

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

Process Mapping Exercise – Going to Work

Read the following background for the exercise:

Task 1 – Mentally think about the various tasks and

Task 2 – Using a pencil and paper create a Linear Flow

Task 3 – From the Linear Flow Map, create a swim lane

OSSS Process Management Manual Copyright OpenSourceSixSigma.com

Measure Phase Part One

A Process Map of Process Mapping

Map because it facilitates Office Depot

your gathering of other NEC Cash Register Extra Toppings