PROCESS MAPPING

REJIN SR
M2 IE
Roll No:13
 Process Mapping
• Process mapping is a method to graphically describe the
steps that make up a process.
• It is the first step towards process and business
improvement
• Shows a series of events that produce an end result.
• Process mapping helps represent work processes visually
and identify problem areas and opportunities for process
improvement.
• It provides a common understanding of the entire process
and specific roles and contributions of process participants.
• PROCESSES
• Processes are simply sequences of actions designed to
transform inputs into outputs. For example, baking a cake
involves taking various ingredients (inputs) and producing
the cake (output) using the recipe (process).
• PROCESS MAPPING
• Process mapping is an exercise to identify all the steps
and decisions in a process in diagrammatic form, for
continually improving that process.
SYMBOLS
Process mapping enables an organisation to:
• Establish what is currently happening, how and why
• Measure how efficiently the process is working
• Gather information to understand where waste and
inefficiency exist and their impact
• Develop new improved processes to reduce or eliminate
inefficiency.
TYPES OF PROCESS MAP

• There are two basic types of charts used in processing

map:
• Process Flowchart: simply sets out the sequence of
activities and decision points. These are useful for
capturing the initial detail of the process.
• Deployment Flowchart: shows who does what along with
the interactions between people and departments.
Process Flowchart
Simple deployment flowchart
Creating a process flowchart

Roughly and simply sketch the process

The sketch should indicate:
• Who does what
• What is done and when
• What decisions have to be taken
• What possible paths follow from each decision

Process improvement

After selecting and recording key processes, the next

stage is to critically examine them and develop new
processes where necessary.
• Critical examination
Charting process improvements

• Having completed the initial process examination and

improvement stage, new processes should now be
charted.
• It can be used as a training aid for all staff and should
clearly define who is responsible for each action.
• These charts should also form the basis of any future
work aimed at improving processes further
 HISTOGRAM
• Histograms are similar to bar charts
• There are no gaps between the bars in a
histogram
• First introduced by Karl Pearson.
• To construct a histogram, the first step is to "bin"
the range of values
• Divide the entire range of values into a series of
intervals
• Then count how many values fall into each
interval. The bins (intervals) must be adjacent, and
are often (but are not required to be) of equal size.
• Area of the bar that indicates the frequency of
occurrences for each bin.
• Height of the bar does not necessarily indicate how many
occurrences
• It is the product of height multiplied by the width of the bin
that indicates the frequency of occurrences
• Histograms often have equally spaced bars (bins), and
under these circumstances, the height of the bin does
reflect the frequency.
• Prepare a frequency table from the data
• Determine the range, R, for the entire sample
• Determine the number of class intervals, k, needed.
• Determine the class width, H.
• The formula for this is:
H = R/k

• Histogram is drawn corresponding to the fequencies

15

INTERPRET THE HISTOGRAM

Centering. Where is the distribution centered?
Is the process running too high? Too low?

Customer
Requirement
Process
centered

Process
too high

Process
too low
16

Variation. What is the variation or spread of the data?

Customer
Requirement

Process
within
requirement
s

Process too
variable
17

Process Capability.

Lower Upper Specification

Specification Target Limit
(a) Centered and well within
Limit customer limits.
Action: Maintain present
state

(b) No margin for error.

Action: Reduce variation

(c) Process running low. Defective

product/service.
Action: Bring average closer to
target.

(d) Process too variable.

Defective
product/service.
Action: Reduce
variation (e) Process off center and too variable.
Defective product/service.
Action: Center better and reduce
variation
18

Shape.

Normal Distribution
Mulit-Modal
Distribution

Bi-Modal
Distribution

Positively Negatively
Skewed Skewed
PARETO CHARTS
• Named after Vilfredo Pareto -an Italian economist
• One of the 7 tools of Quality Management
• Statistical technique in decision making for selection of
limited tasks which have significant overall impact
PRINCIPLE
• Doing 20% of work generates advantage of 80% of entire
job
• In terms of quality improvement, large majority of
problems (80%) are created by a few key causes (20%)
CONSTRUCTION
• A Pareto Chart is a series of bars whose heights reflect
the frequency or impact of problems.
• The bars are arranged in descending order of height from
left to right.
• Bars on left are relatively more important than the bars on
the right
CAUSE AND EFFECT DIAGRAM
• The Cause & Effect (CE) diagram, also sometimes called
the fishbone diagram or Ishikawa diagram
• The CE Diagram was invented by Professor Kaoru
Ishikawa of Tokyo University.
• Write the main issue or problem to be analyzed in a box
on the right edge .
• A line called the "spine" or "backbone" should extend to
the left
• Next, angle branches off of the spine, each representing a
cause or effect of the main issue.
Manufacturing industry

Figure11-10 in text
Service industry
Marketing industry
STEPS
• Identify the problem. Define the process or issue to be
examined.
• Brainstorm. Discuss all possible causes and group them
into categories.
• Draw the backbone.
• Add causes and effects. Causes are added with lines
branching off from the main backbone at an angle.
• Analyze. Once the diagram has been completed, analyze
the information as it has been organized in order to come
to a solution and create action items.
THANK YOU