SKEDSOFT

Six Sigma

Process mapping:

1.       Like most six-sigma tools, process mapping requires a cross-functional team effort with involvement from process owners, process members, customers, and suppliers. Brainstorming, operation manuals, specifications, operator experience, and process walk are very critical inputs to the mapping activity.

2.       A detailed process map provides input to other tools, such as FMEA, P diagrams, DOEs, capability studies, and control plans.

3.       Process maps can be created for many different levels, zooming in and out of the targeted process delivering the service under consideration in a 3S project.

4.       Depending on the detail the team requires, the map should be created at that level. If more details are required, a more detailed map of the sub process should be completed.

5.       The team should objectively demand verification with hands-on exposure to local activities, identify rework loops and redundancies, and seek insight into bottlenecks, cycle times, and inventory.

6.       Rework loops and redundancies are non-value-added, costing time, effort, money, and other resources, and are often referred to in six-sigma literature as the hidden factory.

7.       To make the most improvements in any existing process, it is necessary to understand the actual way that the process occurs. Within this context, it is easy to understand the reasons for the flow and then address the causes.

8.       In process mapping, there need to be symbols for a process step a measurement, a queue, a  storage, a transportation (movement), and a decision.