Time
9 hours 3 minutes
Difficulty
Beginner
CEU/CPE
9

Video Transcription

00:00
Hi, guys. Welcome to analyze phase current state process mapping. I'm Catherine MacGyver and today you're going to understand the application for current state process mapping and have the ability to create your own current state process map.
00:13
Soto orient you within the DM AIC project. Right now, you have completed your defined phase on DDE that gives you your problem. Statement your objective statement and you have completed your measure phase. So you know
00:26
how you're going to determine the success of this project and you have your baseline measurements. So now we are in our analyzed bays and current state process mapping is the first tool that you're going to use in your analyze phase. So if you think back to the beginning of this course when we were talking about one of the main tenants of
00:46
Lean
00:47
is the visual management component of it. So you have this visual representation of the process. That's what a process map is. It allows for common understanding of the activities within the process. And when I say common understanding of the activities,
01:02
there is this idea of a procedure or a way that things should be done as compared to the way that things actually are done. And when you ask multiple different people how they do their process, you may get multiple, different answers. So by putting it out in a graphical depiction, you're all able to see exactly what each other is talking about. And you can discuss.
01:22
Is that really what happens? The other aspect of this is being able to graphically see it
01:26
and have a common understanding of it allows you to perform some analysis on the steps and activities within the process so it creates the ability for waste and non value add tasks to be easily identified. This gives us our foundation for our future state process mapping
01:47
when we move into our next phase, the improved days.
01:49
So before we look at a basic process map, let's look over the the symbols really quickly. So your ob long oval I think of it as a pill shaped is your start in your stop point. So if you remember back to your project charter in the defined things, I said that a scope needed toe have two things
02:08
it needs to have windows. The process start, and when does it end for the sake of this project
02:14
and what can you and can't you do right now? This is going to use the wind. Does the process start and windows the process
02:21
end aspect of your project charter? So the example that we have coming up it's going to be when the customer walks up to a register and when the order is given to the kitchen department. That's not to say that that's the only scope that this project,
02:36
um, not the only scope of projects that can be done within the organization. It's just this project is going to focus on these sections.
02:44
So all process maps, you're gonna have two of these. These terminators where you're going to have, where does it start and where does it end? I prefer that they be very explicit, so they start with an activity. This is the kickoff for the trigger, but sometimes it just starts with receive order, which is trigger, um,
03:02
next one up your squares are your process steps these air, the individual steps or tasks that need to take place in order for the process to progress, forward or advance. So if you think about making a microwave dinner you take it out of the refrigerator. That's a square. You read the instructions. That's a square.
03:22
You open the box
03:23
that's a square. The diamond down below is a decision point. So in that process, if you have the opportunity for a decision that then creates two different sets of activities or tasks or a feedback loop,
03:38
you're going to actually want to use a decision. So process steps these air discreet steps.
03:45
You do it, you could define it, and then you move on to your next step. Diamonds are going to be those decision points. You need to have a least two options that come off of your decision point. Otherwise, it's not really a decision. It's a foregone conclusion, which then makes it a process step.
04:00
So looking at a basic process, Mac example, um, we're still talking about my pizza place because you're gonna get sick of it, so customer walks up to the counter. This is the beginning of our scope. The end of our scope is order submitted to the kitchen. We have logged the activities that happened within it, so the cashier logs into the register.
04:20
The customer is ready to order If, yes, we enter the order in the register.
04:25
If, no, we wait until they're ready. And then we really begin.
04:30
Cashier accepts money from the customer, and order is submitted to the kitchen. This is a very basic, high level process map. But what this tells us is we seem several different activities, and then we can use this as input for our analysis. So when we when we're talking about
04:47
analyzing our process maps,
04:49
what we want to do is first record how the process actually happens. And this is not necessarily to say that you can't use policies and procedures,
05:00
but you definitely want to capture all of the rework loops and all the things that you don't talk about and all of the little things that happen that may be a result of your process evolving that didn't get captured so really important here. Really Well, world actual information. Not
05:17
best case, not what you think. Your boss wants to see
05:21
how it actually happens. The next key is is that you want to be as detailed as possible, and the reason why is because these air going to be your opportunities for improvement. So when I have done process mapping that have had business application implications. So software, even to the point of measure,
05:41
deter tracking.
05:43
Where do you click and do you switch tabs to here? And do you have to open the screen? Because there is that opportunity, potentially, that these air going to be waste and we can remove them from the process as we do our future state. The important thing
05:58
one of the important things to keep in mind is that there is no judgment there is. When you were doing your current state process mapping, there is no right or wrong way to do the process. You are looking to collect data and observe only you are not looking to have any insight. You're not looking that come up with solutions
06:16
you really just want to take. How is the process happening
06:19
and documented in a way that you can then go to the project team and analyze the activities.
06:27
So now when we're talking about analyzing the current state what you're going to want to look for specifically in your current state process, maps are the eight deadly waste and value add non value it, which is our next module if you guys were curious.
06:41
So when you go through once you document your current state and you have a little bit of consensus on your project team about this is how
06:48
the process actually runs. You're going to want to then re go through it and identify at each step first. Is it a value? Add non value add or a business non value add. And are there any waste that happened and you could have multiple wastes at each of the process Steps. I'm specifically when you're starting to talk about
07:08
very, um, waiting and batch heavy,
07:11
we start seeing quite a bit of the waste of waiting. Of course, we see some defects. We also see quite a bit of motion generally, but you want to be ruthless and look at every single step and really
07:26
ask yourself
07:27
is their waist. So in this example, logging into red a cash register
07:32
that is extra processing, that is work that is over and above the customer's requirements. It maybe business non value add. We'll talk about that in the next module, but be very thoughtful, methodical when you are analyzing your current state process map because you are going to use this for your future state and the next phase of the Prague.
07:50
So
07:51
with that, you guys have a homework assignment. I would like you to create a process map for your getting ready morning routine. So the first thing that you're going to want to do because you want your little pills is define your scope. Do you start getting ready when you roll out of bed? Do you start getting ready when you have finished your first cup of coffee? So define your scope.
08:11
Document your steps. So you're going to want to use
08:15
squares. And then if you have any decisions, you're going to want to use diamonds. You can sketch this up on a piece of paper. You can do it in Excel or word. I learned how to draw process maps on paper. So I have a bias towards that. And then the end of your scope. What? How do you know you are
08:33
ready? What is the definition of ready? So do that,
08:35
um, get familiar with the idea of documenting every single step. So for me, I start late, roll out of bed, trudge into the office Excuse me into the kitchen. Get a cup of coffee. So now you have the waste of motion in that walking. And I should have a coffee pot in my bedroom.
08:54
But now I'm solution ing and jumping to the improved base.
08:58
All right, guys. So current state process mapping. You want a visual depiction of how it's actually performed? No preconceived notions here. Um, you want accuracy.
09:11
So you want to make sure that you really drill down and you capture all of the tasks and the activity that's happened. And remember that you want to use this as your baseline for both analyzing what's currently happening
09:22
and using for your future state in the next phase. Thank you, guys. Next module is defining value. Add so I look forward to seeing you there.

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