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Provides a baseline against which to measure the impact of improvement efforts.Makes the process visible so that people can discuss it, trouble-shoot it, improve it.Forces people to address what is actually happening in the organization. The mappingactivity itself often highlights problems that can be addressed & improved.Process Mapping1.Flow Chart Process Map- involves a well-defined start and finish connected by a variety of process steps (top – down)
oused to understand and simplify complex processes2.Swim Lane Process Map- involves a well-defined start and finishconnected by a variety of process steps (left – right)othe various functions/people/specialties each have ahorizontal “swim lane” within which all of theirresponsibilities are listedoused to describe processes that are managed by software 3.Value Stream Process Map- diagrams the entire creation of valuethrough a company. Each product category is mapped separately.(left – right; raw material – customer) oDescribes who does the work, in what quantities, the timeit takes to do the work, and delays encounteredoUsed to decrease process delays and waste and to make sure the process can meet the customer requirements4.Line Balancing Process Map- lists all the individual tasks of all the functions/people involved in a process.ographically describes how long eachfunction/person takes to complete a processcompared to a target rate for the processoUsed to “rebalance” the process by changing theresponsibilities of individual functions/people:Allowing overworked functions/people to transfersome of their responsibility to underutilizedfunctions/people Calculations Productivity= Outputs / InputsEfficiency= 100% * (actual outputs / standard outputs)Efficiency = 100% * (actual productivity / standard productivity)oStandard output: estimated/ expected outputContinuous Tool ImprovementsBenchmarking- process of identifying, understanding, and adapting outstanding practices from within the same organization or from other businesses to help improve performance – sharing of “best practices”oCompetitive Benchmarking– the comparison of an organization’s processes with those of competing organizations – from publically available data
oProcess Benchmarking– the comparison of an organization’s processes with those of non-competitors that have been identified as having superior processesoInternal Benchmarking– the comparison of one function within your organization to another function within your organizationCH 13Six Sigma- an improvement framework that targets problem-solving and consistency using a well-defined set of analytical tools – many of which are based on statisticsemphasis on reducing variability in processesPurpose:Understanding and managing customer requirementsAligning key business processes to achieve those requirementsUtilizing data analysis to minimize variation in those processesDriving rapid and sustainable improvement to the business processesImprovement Methodology (DMAIC)1.Define