9 hours 53 minutes

Video Transcription

Hi, guys. Welcome back. I'm Katherine MK Iver, and this is our lean six Sigma green belt course. So we finally made it to the money maker tool. We're going to be going over a future state process mapping, which is so exciting. This is what I love. This right here is what got me into Lean and six Sigma
and why I love it. So I tend to be ah, very analytical type person. And this is the most exciting thing because I get to take all of that analytical background
and all of the analysis we've done over the last 20 or so lessons and apply it to imagining the future state. What is ville could be. And it's so exciting for May. We haven't talked about future state process mapping in yellow Bill. We talked a little bit. We talked about it from,
ah, conceptual perspective. So you might want to go back and pop in for that
refresher. And if you have questions about documenting, go back and revisit the current state for, um process Matt module And the reason why is because the documentation process is exactly the same. The only difference is his current status is capturing what is actually happening today
and future status, capturing what we want to happen in the future or what the new process is going to be or what we're going to pilot.
So the approach for facilitation is a little bit different, but the tool itself is exactly the same.
So the first thing that I want to do is give you one of my favorite quotes when it comes to Lean and six Sigma as a whole. So this was said by Socrates on Sokrati said that the secret of change is to focus all of your energy not on fighting the old, but on building the new.
And I really like to bring this out when we're doing our future state process mapping.
Because so often teams get twisted around the idea of improving an existing process that they forget that the specific tool empowers you to scrap everything and start over like let's live in the hypothetical or the imaginary and see what happens.
And while we may have these very high, lofty goals
for what we want, our process toe look like, we can also always ratchet it back and find someplace in the middle. So really, as a facilitator focus on building the new, trying not to get sucked into all of the things that are wrong with your current state,
but instead focus on the positivity and the optimism that comes from your future state.
So with that to facility, the first thing that you're going to want to dio is take a really quick read over of your current state. Don't fixate on this. Um, you're gonna want to make sure that you remember which ones are your value at non value. Add where your waists are in your current state
and then put it away.
We don't want to look at it because we don't want to get stuck in fixating on fixing what is there when fixing what is. There might not be the best solution. And instead we want to think about what could be. The next thing that you're going to do is you're gonna whip out your sigh pock So we did this back in our defying phase
and we said, this is suppliers, inputs,
process outputs our customers and because you guys all took my advice, you also captured your requirements. So these are the things that your process has to do when you are designing your future state process, Mac, you want to keep your outputs.
This is what the process does and your requirements in mind. If this doesn't sound familiar,
it would sound something like my requirements for my pizza joint are the I knock it food poisoning that I receive my pizza within 20 minutes that my pizza is hot when I receive it that it has the correct toppings,
all of these air requirements. So these are things that your process has to do in addition to creating its output.
So now that you've refreshed your memory on all of those, you've taken a peek see at your project charters. So you remember what your objective is because remember, sometimes you can't fix everything. So you want to make sure that you're focusing on what relates to your project objectives and your problem statement.
And now we're going to start facilitating
so exact same symbols that we used for our current start. We're gonna have an oval for start stop and boxes for each one of our steps and diamonds for our decision points. But instead of saying and then what happens?
We're now going to say what should happen or what do we think would be best going next here.
So same processes current stay except current state is a focus on look back. And then what happens? Future state is what should happen
as you create your future state process map. Make sure that you and your project team are reviewing each step from a value. Add non value add at the value proposition. Because, remember, we don't want to create work for somewhere else in the organization,
um level
and are eight ways. So we want to make sure we review for downtime and to make sure that we're not building waste or non value, add into our new and improved future state process. And then we also want to think about it from a theory of constraints. Perspective,
because we're amazing practitioners and we know more than lean and six Sigma.
We also want to make sure that we're not building in bottlenecks or that if we are, we're building opportunities to exploit those constraints right up front from the beginning of the future state process map.
You're also going to want to keep in mind your lean principles of pull and flow. So you want to make sure that the work state the work, the task in the future or ahead of the process is ready to come so that we have this way of making sure that the work comes in
as were available to receive it
and that we have flow. So the work moves smoothly through the organization, which means we're also going to do some level loading. Or make sure that we're not in introducing batch ing where we have high volumes of work and low volumes of work into our process.
So make sure to think about full pull flow level loading
in addition to being a ruthless and assessing for making sure you're not adding any non value, add or waste to your future state process because there's nothing worse than creating a different set of problems when you update your process. Something that I have had a huge amount of success with
is doing multiple process maps. So let's do a short term and a long term and then compare those or let's do a best case pie in the sky
and the more likely case so frequently. You'll remember that we also have some constraints or requirements from our business, like in our voice of the business module. So we want to make sure that we're addressing what is the absolute best case. While steel 1,000,000,000 realistic. There are some things
from a business non value add perspective
that we do need to do in our process.
make sure that you capture all of your solutions. So remember, as you went through your root cause analysis, you did identify some quick hits solutions through that make sure that you incorporate this. Make sure that your new process addresses anything that came up
as a root cause, or what you prioritized is the most important root cause,
because you do ultimately want to fix your process. So you want to address those root cause factors, allow yourself or allow you and the team the opportunity to think outside of the box and to be creative and to use what you learned from your benchmarking
and come up with different ways to approach the completing the worker doing the process,
make sure the have fun.
So I do have a word of caution here as a facilitator if you if you are facilitating a project in a department that you work in, this is very challenging because we all have ideas in what the how the department should be run or how the process
should be run
that as a facilitator doing future state, you need to remember that your role is to guide the team but not to enforce your will. So it's challenging because we're at a point where we can prompt questions. But make sure that you are being objective
when you are approaching the future state and not allowing any viewpoint or lens
that you have as an employee of the department to skew how you facilitate and lead your team.
So that's a future state process mapping. This is our money maker. Your sponsors love it when you show them the future state process map and say, This is what should happen and in our next module we're going to take a quick peek at our quick hits,
and that's just because we're in improved. So I want to bring that back to the forefront of our mind.
So I will see you guys there

Up Next

Lean Six Sigma Green Belt

This Six Sigma Green Belt course teaches students how and where to apply the Six Sigma process improvement methodologies. Upon completing the course, students will have the skills and knowledge to pass the Six Sigma Green Belt certification exam.

Instructed By

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Kathryn McIver
Lead Instructor at Evidence-Based Management Association