Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:01
Hi guys. Welcome to getting started. What is a process on Katherine MacGyver and today's learning objectives are understanding what is a process and understanding process components. There is an additional course supplemental document that is sample Cy Pock.
00:20
We will be reviewing the sidewalk tool towards the end of the
00:23
lesson. So how that available if you would like to follow along?
00:29
All right, So when we talk about a process we have three major components. That is a process. We have our inputs. We have our Ross us, which is a Siri's of activities needed to transform the inputs and outputs. And then we have our outputs. This is what
00:48
all processes,
00:49
or if you
00:52
do not need any steps to transform something into an output than it is already an output and it just goes and it fits in a different place in your process. Conversely, if you have no inputs, then you have to ask yourself, Is this really a process or is this simply
01:11
eh? Delivering method.
01:11
So keep that in mind. In order to be a process, you have to have those three discrete items, inputs,
01:19
process and outputs.
01:23
When we look at what our real life process example could be, if you remember that our inputs are raw materials, information, anything that we need to get to an output when we
01:37
use our pizza. Example are inputs are going to be our customer. Orders are ingredients are
01:44
boxes. As we go into the process, we're going to talk about, prep the pizza, bake the pizza, deliver the pizza, and then when we get to our output, it's going to be a happy, cheesy pizza and a happy customer.
01:59
So that's what a process looks like in a real life example where you have
02:04
raw materials, you then have your activities, which it's your process to complete your output, and then you have your output, which goes to your customer.
02:16
So one of the questions that I get asked all the time is what is the difference between a process and a procedure? So a process, by definition, is a Siri's of activities that transforms inputs into outputs. Conversely, ah, procedure is how we complete those activities. So when you
02:37
when we're thinking about
02:38
baking a pizza, the process step is bake the pizza. The procedure is turned the oven to 3 50 insert the pizza. Wait 15 minutes, remove the pizza and then you continue. So your procedure is very tactical
02:55
with very explicit. Do a baby than see steps, whereas your process says
03:01
bake the pizza when we gather requirements. This is something that's very important for you. The practitioner To keep in mind and be able to differentiate is ah, process is what we do. We bake the pizza. Ah, procedure is how we do it.
03:19
Both are important to process improvement so we can talk about
03:22
Do we change our process? So do we change what we do? Or do we change our prestige? Er's and how we do it? And they're both vital for streamlining, but they are different activities.
03:38
All right, guys,
03:38
if you chose to use the sigh pock the sample side pocket tool This is where we're going to be discussing it. If you didn't, you can follow along. So what we have in front of you is your first lean six Sigma tool.
03:53
The Sai Pock document is the document that's used during the define phase to help establish
04:01
common understanding and illustrate our current processes. That being said, it doesn't have to only be done in the defiant phase. I like to do the sigh pock Um, tool when I start working with departments as faras coaching them towards internal efficiency because it is extremely helpful and understanding,
04:20
what are your business drivers?
04:23
So when we're going through the Saipa, you can move either forward so left to right where you have suppliers inputs or you can move backwards. So from right to left, where you start with customers and outputs the reason when we move,
04:42
I prefer to move backwards, Which is why I have also added additional column requirements. So when we talk about requirements, these are the things that the process has to do. For this example, this is a basic logistics fulfillment example. Our requirements are going to be accurate. Order
05:00
no delay in fulfillment,
05:02
completed billing documents, these air pretty straightforward requirements. The reason why I prefer to move right toe left in this tool is because from our mind set, we individual contributors tend to think of the end user
05:20
and our outputs of our work
05:23
Maur intuitively than we think about our suppliers in our inputs. So to move right toe left when we go through what our customers are. These can be either internal or external customers. But these air people who receive our work, they receive the outputs that we create. So you always, of course, have
05:43
whomever is the person needing this information your
05:47
in user customer.
05:49
In this particular example, we also have the billing department. We also have logistics and transportation or the shipping department. The outputs from this process are fulfilled orders and completed billing documents. So if you remember, we're gonna pause. Our requirements are
06:06
accurate order and fully completed billing documents.
06:11
So as we go through our process, we're going to want to make sure that we include steps that ensure that we need those requirements. Our process generally in the side pocket tool these air going to be macro steps
06:24
we don't necessarily see to get to granularity because this isn't where we're going to be in for proving the process were more documenting that a process exists. And what is the scope
06:34
of that process? So for this one, take the order, process the order, fulfill the order, etcetera meets our needs as you are filling out your own Asai pock documents the general rule of thumb is no more than 5 to 7 steps
06:51
in the process or the p column of this document.
06:56
So when we start thinking about inputs, we start thinking about what are the things that we need in order to do the process to get to the outputs. So in this example, I just listed orders and raw materials. But if you think about it in your own workplace, it could be something like information.
07:15
It would be raw materials. It could be time.
07:18
This is one of those things that comes up is an input as an available but basically all of the pieces that you needed to assemble that output that you're going to give to your customer and then suppliers are the people or the groups of people that you receive those inputs from so customers will give you orders.
07:36
Vendors will give you raw materials, et cetera.
07:40
It is not unheard of toe have both have the same groups of people be both your suppliers and your customers. So there there isn't necessarily a full linearity to this, where you do have some of those cyclical cycles where, for example,
07:58
one of my customers is my boss
08:00
they tell me to create material I created and my end user customer goes back to my boss. So both a supplier and a customer in that specific scenario.
08:15
All right, guys. So as we're wrapping up, what is a process? So think about processes as inputs. Steps to change those inputs and outputs or inputs process out puts on a challenge. Task for you is to practice your own processes
08:33
using your sample. Saipa document
08:35
specifically what you're going to want to call out. Here are your suppliers in your inputs and your outputs in your customers. That's something that will need some teasing out of and then also remember to take note that the Sigh Pocket tool
08:50
is a tool that is used during the defined phase of the dome. Make project so it will show up again for us
08:56
later on in the course

Up Next

Lean Six Sigma Yellow Belt

This online Lean Six Sigma Yellow Belt course teaches you how and where to apply the Lean and Six Sigma process improvement methodologies. Once completed, you will have the knowledge to pass the Six Sigma Yellow Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association
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