Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, *** guys. Welcome to improve phase future state process mapping. I'm Catherine the Khyber, and today you're gonna understand creating a future state process map from a current state process map. So,
00:12
um, to orient you in your domestic project, you have completed your defying phase. So you have a clear understanding of what you're proud problem is and what you're working to, what your objectives are.
00:26
You have completed your measure phase. So you know how you're going to know if you're happy or sad at the end of this project, and you have completed your analyzed phase. So you have a deep understanding of what the drivers are for this process, those independent variables and the root causes
00:41
that are showing as the symptoms that we see in the process, which are what we captured in our problem statement.
00:47
So now we have moved the improved phase.
00:50
This is my favorite phase of a demonic project because while a like a quantitative piece and the analytics that are in the analyzed phase, I really enjoy improve phase because this is your opportunity to be creative and be out of the box and challenge why it is we do things the way we d'oh! So
01:08
improve phase is my favorite. You'll see it show up when we talk about the tools and let's go ahead and jump right in.
01:15
All right, To create a future state process map, you're going to start with your current state process map. And if you remember in that module, I nagged you really hard and said, you're gonna want to document this and every single step you're going to want to make sure that you track, Is it a value add is in a non value add and are there any waste associated with it?
01:34
So you should recognize this process map because this is what we used in our current state module. So I just pulled this forward.
01:42
This is my imaginary pizza place again, which you are gonna be super sick of. And after talking about for this whole class, I wouldn't eat there either. But we're gonna start our process with customer walks up to the counter. So this is going to be the beginning of our scope. If you remember from the ob long pill shape on the first step,
02:00
cashier logs into register. We identified. This is non value at and having some extra processing
02:07
customer ready to order. We did identify This is value, add, but there is a waste associated with it, and that's the waste of waiting. So for those of you who have behind then behind me in the restaurant, when I step up to the counter and go,
02:21
ah, that's that waste that we're talking about.
02:24
The cashier enters your order into the register that his value add. We do want to pay for it. It's not rework, and it does transform because now we're taking a verbal piece of information and creating a digital piece of information. So meets the value, add requirements.
02:39
Um, cashier accepts customers money. So this is a business non value. Add
02:46
the customers don't care if you take their money. They probably prefer it if you didn't, but your business does. So they're gonna want you to take the money and our process ends, or the scope of our process ends when the orders submitted to the kitchen. So as an instructor to you guys are the students, I do have to apologize to you.
03:05
Generally speaking, when you look at our current state process, map you see the manifestation of the parade? Oh, principal. So you see about 20% of your process steps are value add and about 80% of your process steps are non value at or business non value. Add
03:21
for this example the parade. Oh, principal is not in play. So try to keep that in mind that when you're doing your current state process maps, the majority of your process steps are going to be non value. Add no disillusions here, so we have our current state process map.
03:38
Now to get our future state, we're going to remove all of those non value add steps in a step that says N v A. We're going to try and cut out. If we can't cut out, we need to drill down and do some root cause analysis. Do those five wise on the fly,
03:54
um, to figure out why we can't cut it out. Because if we can't cut it out,
03:59
then it is in fact, some aspect of value out or business non valued. And remember, I am very particular. Do not put stuff in business non value, add just because you want to keep it. But so we're gonna remove all of our non value, add so and then solve for our waste. So those waste that you went out of your way to identify at every single step
04:18
you want to solve for So now our new and improved process
04:23
is going to actually switch up the order, and we're gonna start our scope when the customer is ready to order. So now we do not have the waste of standing there
04:31
trying to figure out what to order. So now customer walks up to counter. You could argue that there is a waste of motion associated with that. You're a cashier, enters the customer order in the register. We remember that this is value add. We're now gonna start getting creative. And instead of taking money, we're gonna say our custom.
04:48
I was going to pay with a more streamlined payment method, either a card or one touch. So I don't have to make change still
04:56
non valued for our company. And now we're going to submit the order to the kitchen end of scope as we define. So this is a more streamlined, um, future state process maps. So you have a couple of things. We have eliminated our waists. We have eliminated our non value add steps. We have also eliminated the decision tree.
05:15
So remember, any time you have a decision, this is an opportunity for a defect or an error.
05:20
So we want to minimize those as much as possible.
05:25
No. So we had our our new and improved future state. We're going to do it all over again. So we're gonna take that future state that we just drafted, which was based off of our current state. And we're gonna remove all of the waste and the non value add from that. So you're going to do a second generation.
05:44
So now this is where you're gonna see a lot of creativity come through.
05:47
So a proposed future state, remember, we started with customer walks up to the register is now our customers gonna place the order on an up. So if you remember, are functional benchmarking from our benchmarking in our analyzed phase where we said, Well, maybe
06:03
this isn't something that applies to us, but we couldn't use it. So now our customer places in order on an app
06:11
which I get is a little dated. But come with me on this. The customer now pays on the app Our customer walks up to the counter and they pick up their food from their self service
06:20
thing. So now we have no need for a cash register. We have no need for trying to figure out how we're gonna order. And when our process starts, we have no need for our employees to take money or to process credit cards or one touch. We have a very streamlined system. Even more streamlined would be
06:40
if we can figure out this waste of motion and eliminate customers walking up to the counter. I mean, you could do a drive thru Place your order on your APP. Pay on your app. Drive to your window. Boom. There it is. You still have some of those ways you remember. You will always inherently have some waste in your process, but this could be a proposed future state
06:59
from the current state that we started at
07:01
granted. This is dependent on the project team that is coming to these conclusions. You're going to want to look at your root cause analysis. You're going to want to look at your waist and your value. Add non value out as you're developing these because you don't want to lose. You think about your root cause analysis.
07:17
Add in things that you know will change your wise
07:21
in a negative aspect. But that's how you do a future state process map. You get to be very creative just pulling things out that are not necessarily needed. Think about for removing the N v. A. You have to argue why it has to stay rather than argue. Why? To get rid of it, you're just gonna assume you're going to get rid of.
07:42
So when you talk about future state process mapping,
07:46
make sure you document your current state process map really well because it is the foundation to your future state. So the more time you spend on your current state and being more detailed. And I think that I had mentioned even down to what tabs you use in your business application can help
08:03
for your future state because you have those ways those value at non value at and then you're going to use that as the template for moving forward.
08:11
Try to do remember to once you develop your proposed future state to go through and analyze it for waste value at non value. Add. Make sure that you're not causing any of those root causes or independent variables to change, but be very rigorous
08:28
in reviewing that before you consider that to be your proposed future state.
08:31
So our next module up is Pok Yoga, which is mistake proofing, and it is my absolute favorite lean six Sigma tool.

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