Module 2

Process Management Mapping

Process Mapping, Process Flow
charts, Ishikawa Diagrams,
Fishbone Diagram and Cause and
Effect Relationship, 5M, 8P, and
4S Systems, Theory Z Approach.
.
https://sixsigmastudyguide.com/process-mapping/#:~:text=The%20process%20map%20is%20a,process%20to%20understand%20the%20process
Process map video
• https://www.youtube.com/watch?
v=vMS6tzfCWxE
Process Mapping
Process Mapping
• Process mapping is the graphical representation
with illustrative descriptions of how things get
done.
• It helps the participants to visualize the details of
the process closely and guides decision making.
• One can identify the major areas of strengths
and weaknesses in the existing process, such that
the contribution of individual steps in the process.
• It helps to reduce the cycle times and defects in
the process and enhances its productivity.
• The major components of a process map include
the inputs, outputs and the steps in the process.
• A good process map should illustrate the flow of
the work and the interaction with the
organization.
• It should make use of common language (symbols
) that are easily understood by everyone.
• An ideal process map should contain proper
detail with respect to multiple paths, decisions
and rework loops.
• The improvements made in the process can
easily be tracked using process maps since it
becomes possible to audit and understand
different areas in the process as well as the
organization.
• Visual illustration for training would be much
more effective than any oral tools.
• The visual examples register faster in human
brains and helps them understand the things
better and fast.
Why do businesses need process maps?

• Process mapping provides the visual glimpse

of different processes of the business.
• It provides the necessary information and
helps to determine the Who, What, Where,
Why, When and How aspects of the process
and problem, and even guides towards
possible solutions.
Some of the reasons for the need of a
process map are:
• Pictures guide better than words.
• The use of graphs, charts, tables and images guides better
than a big compiled report with lot of data fixation issues in
it.
• Process maps facilitate improvements in the process, since
it becomes easy to pin point the specific areas that need
changes, like bottlenecks, delays, capacity constraints etc.
in the light of efficiency and effectiveness of the process.
• Decision making becomes fast as it deals with the ‘show
me’ aspect and not the ‘tell me’ aspect of the process and
the problem areas.
• In the need of change, when the organization
moves on making the changes without
understanding the current working process
• It is likely to commit more mistakes or deploy
its resources in creating more troubles.
• Process maps provide a detailed outlook of the
current process and guides the effective
management of change.
• Process maps serves as a measurement tool for
a process, that is very much necessary to
manage and finally improve it
The steps for developing the process map
are identified as under:
Step 1: Select the process
Step 2: Identify the scope of the process steps
Step 3: Plan and schedule resources
• https://sixsigmastudyguide.com/process-mapping/#:~:text=The%20process%20map%20is%20a,process%20to%20understand%20the%20process .

Step 4: Select Mapping techniques

(process flowchart or deployment flowchart).
Step 5: Conducting interviews
Step 6: As-Is process
Step 7: Analyze, evaluate and Sign- off
6 types of process maps
1. Basic flow chart
2. Value stream map
3. Value chain map
4. Cross-functional map
5. Detail process map
6. SIPOC
7. https://www.indeed.com/career-advice/career-development/process-mapping
1. Basic flow chart

• A basic flowchart is the simplest of diagrams

to use for process mapping.
• Using shapes, a basic flowchart helps visualize
the process.
• You can use a basic flowchart when:
– Planning new projects
– Documenting company processes
– Solving issues
– Helping teams communicate ideas
1. Basic flow chart
2. Value stream map

• A value stream map shows the series of events

that lead to delivering a product to consumers.
• This is a flowchart that helps identify waste in
your product delivery process.
• Value stream maps are best used when:
– Documenting the flow of information and materials
– Identifying the focus of future projects
– Trying to understand decision-making processes
3. Value chain map

• A value chain map is a chart that shows the

primary activities a business performs.
• This is a general process map and does not go
into the details of the activities.
• You can use a value chain map when:
– Identifying the steps of a process
– Designing a business process
– Defining a business process
4. Cross-functional map

• Also known as swim lane diagrams, a cross-

functional map defines the connections between
steps of a process and identifies the people or
systems that participate in the process.
• Businesses use cross-functional mapping when:
– Identifying the key roles taking part in a process and
their relation to one another
– Showing how a process operates throughout the
business
– Determining failures, redundancies and other issues
that may affect the process
5. Detail process map
5. Detail process map…
• A detail process map is specific in showing all
the details that a business process involves.
• This type of process map helps determine
what events or tasks a company needs to
complete in order to achieve the end result.
• You can use a detail process map when:
– Documenting the decisions in a process
– Determining all the details included in a business
process
6. SIPOC

• SIPOC represents supplies, inputs, processes,

outputs and customers.
• SIPOC is a process map that uses these
elements and information to create an
overview of the company process.
• SIPOC is a process map, most useful when:
– Defining a complex process
– Identifying the elements of a process
– Measuring the improvements of a process
Process Flowchart

• A process flowchart is a simple process map

that provides the visual representation of the
sequence of activities along with their points
of decisions.
• These flowcharts provide the basic details of
the process, which can later be augmented by
•
adding the roles of different staff.
https://www.solvexia.com/blog/what-is-a-process-flowchart-and-how-to-use-it#symbols
• A process flowchart is a diagram that shows
the sequential steps of a process and the
decisions needed to make the process work.
Within the chart/visual representation, every
step is indicated by a shape.
• These shapes are connected by lines and
arrows to show the movement and direction
of the process.
Flowchart Examples
• Document Approval Process: The document
approval process is one in which a primary action
may be approved (and so the process continues), or
denied (and thus the process starts back at square
one, no pun intended!). Let’s see how this plays
out:
• A document is submitted.
• The document is denied - process cancelled OR The
document is approved - the document is stored.
• An email recording results are sent to the necessary
party.
• Incident Response Process: Businesses face a multitude
of risks. More often than not, risks cannot be entirely
avoided, but they can be mitigated. It’s also best practice
to have a contingency plan in place, or process ready, for
when an adverse event occurs. For example:
• A threat occurs (i.e. the potential fraudulent client).
• A security team evaluates the threat (if designated as
safe, the process ends).
• If the threat is real, an email is triggered to notify
company executives.
• Management holds an emergency meeting.
• The permanent solution is proposed and implemented.
• The process is complete.
• Employee Onboarding Process: Bringing on new
employees is a crucial step for any business. It
requires a seamless and smooth experience that
should happen fairly quickly so that new employees
can get to work! Here’s a look at how you may outline
the process of employee onboarding:
• HR sends new employee legal documents to sign.
• HR and management approve the documents are
correctly filled out.
• HR shares the news of the new hire with the rest of
the company.
• An office manager gets the new employee ready for
work with supplies and access to IT.
Flowchart Symbols
Why are Process Flowcharts Beneficial?

• Standardisation: Stakeholders will know how to

achieve intended business goals by following the
process
• Process improvement: When you depict a process,
you can pinpoint missing steps, bottlenecks or
unnecessary steps to apply process improvement.
• Defined operating procedures: Flowcharts help
achieve better quality control, training and
employee understanding.
When Should I Use a Flowchart?

• To review a process with the goal of improvement.

• To document a process.
• To plan a new project.
• To better communicate across your organisation, how
something is to be done.
• To train new employees on processes.
• To introduce and explain new processes to existing
employees.
How to Create and Use a Flowchart

1. Identify tasks: The process may seem

straightforward from a broad perspective. But, if
you’re not the one in the weeds, then rely on the
team that is to help you outline the steps and tasks
with you.

2. Compile the necessary information: You should

know the exact steps, the variables and events that
may cause the process to deviate, and also who is
responsible for each step along the way.
3. Double-check the process: Gather critical stakeholders to review
this outline of events to ensure the information is accurate.

4. Create the flowchart: Now, it’s time to get to drawing! You can
use the basic symbols mentioned above or go into more detail
with BPMN, or Business Process Modeling and Notation.

• As previously mentioned, you have options as to how to create

your process flowchart. You can choose from:
• Drawing by hand - you’ll need a pen and paper.
• Online software - use graphing software to make a flowchart
digital
• Business process management software -
Ishikawa Diagrams
• Common uses of the Ishikawa diagram are
product design and quality defect prevention to
identify potential factors causing an overall effect.
• Each cause or reason for imperfection is a source of
variation.
• Causes are usually grouped into major categories to
identify and classify these sources of variation.
• The defect is shown as the fish's head, facing to the
right, with the causes extending to the left as
fishbones.
• The ribs branch off the backbone for major causes,
with sub-branches for root-causes, to as many levels as
required.
Advantages
• Highly visual brainstorming tool which can
spark further examples of root causes
• Quickly identify if the root cause is found
multiple times in the same or different causal
tree.
• Allows one to see all causes simultaneously
• Good visualization for presenting issues to
stakeholders
Disadvantages
• Complex defects might yield a lot of causes
which might become visually cluttering
• Interrelationships between causes are not
easily identifiable
5M

• The 5M model is a troubleshooting and risk-

management model used for aviation safety.
• Based on T.P. Wright's original work on the man-
machine-environment triad at Cornell University,
• The 5M model incorporates a diagram of 3
interlocking circles and one all-encompassing
circle.
• The smaller circles are labeled Man, Machine,
and Medium;
• The intersecting space in the middle, where
they all meet, is labeled Mission;
• The larger circle is labeled Management.
• Man (people): including the physiology and psychology
of those involved, as well as their performance and
proficiency.
• Machine (equipment): including the design,
manufacture, maintenance, reliability, performance, etc.
• Medium / measurement (environment, inspection):
including weather, terrain, obstructions, lighting, etc.
• Mission (purpose): the reason these three factors are
brought together.
• Management (leadership): the prevailing supervisory
approach in terms of regulations, policies, procedures,
and attitude involved in establishing, operating,
maintaining, and decommissioning.
These have been expanded by some to include
an additional three, and are referred to as the
8 Ms:
• Material (includes raw material, consumables,
and information)
• Method / mother nature (process,
environment)
• Maintenance
8P
• Problem
• People
• Portfolio
• Product
• Packaging
• Plan
• Process
• Performance
Problem
• Deep into problem / Opportunity / Issue.
• Identify our and customer pains.
People
• Resources
• Team
• Culture
• Skill set
• Network
• Capability
• Commitment
• Alignment
Portfolio
• Dig into the problem
• Collect the data and Insights
• SWOC / Market / Competitor Analysis
• Due Diligence Data
Product
• All about the product, quality, process
Packaging
• Packaging
• Quality
• Label
• Design
• Process
Plan
• Develop timeline
• Identify milestones
• Create plan
• Design tactics
Process

• Sales channels
• Strategy
• Customer review
• Commercialization
• Pricing
• Revenue model
Performance
• Set of tactic steps to achieve goals
• Set KPIs
• Review and monitor
5S Systems

• Seiri (sort) means to put things in order.

• Seiton (systematise) means proper
arrangement.
• Seiso (clean) implies keeping things clean and
polished in the workplace.
• Seiketsu (Standardise) implies purity and
focuses on maintaining cleanliness and
perpetual cleaning.
• Shitsuke (Self-discipline) is commitment.
• https://www.marketplace-simulation.com/
operations-management-demo
1. Seiri or sorting

• Seiri means sorting through everything in each work area.

It requires keeping only what is necessary.
• Materials, tools, equipment and supplies that are not
frequently used should be moved to a separate, common
storage area. Items that are never used should be
discarded. This makes it easier to find the things needed
and frees up additional space.
• "Tagging" items is a common approach when deciding
what is to be thrown away. An area is targeted; items
likely to be disposed off are tagged with a red tag and a
date. If the item is not used after a certain period of time,
say, between one and six months, it is disposed of.
2. Seiton or systematise

• This is the next step. It requires organising, arranging and identifying

everything in a work area for efficient retrieval and return to its proper
place.
• Commonly used tools are readily available; storage areas, cabinets and
shelves are properly labelled; floors are cleaned and painted to make it
easier to spot dirt, waste materials and dropped parts and tools; spaces
are outlined on the floor to identify work areas, movement lanes, storage
areas, finished product areas and so on; and shadows are drawn on the
tool boards, making it easy to quickly see where each tool belongs.
• In an office, bookshelves are provided for frequently-used manuals,
books and catalogues.
• There are two important parts to systematic organisation -- putting
everything in its proper place and setting up a system so that it is easy to
return each item to its proper place. The second part is where labelling
and identification practices are important.
3. Seiso or shining

• Once everything from each individual work area

to the entire facility is sorted and organised, it
needs to be kept that way.
• Regular cleaning and inspection makes it easy to
spot lubricant leaks, equipment misalignment,
breakage, missing tools and low levels of
supplies. When done on a regular, frequent
basis, cleaning and inspecting does not take a lot
of time and, in the long run, actually saves times.
4. Seiketsu or standardise

• Seiketsu ensures that the first three steps of

the 5S programme continue to be effective.
The good practices developed in the first three
steps need to be standardised.
• Therefore, organisations must develop a work
structure that will support the new practices
and turn them into habits.
5. Shitsuke or self-discipline

• This implies continuous training and maintenance of

standards. The organisation must build a formal system for
monitoring the results of the programme. A follow-up is a
must for the above four steps to continue to be practise.
• There will have to be continuous education about
maintaining standards. When there are changes that will
affect the 5S programme -- such as new equipment, new
products or new work rules -- it is essential to make
changes in the standards and provide training.
• A good way to continue educating employees and
maintaining standards is to use 5S posters and signs.
Theory Z Approach
• Theory Z is an approach to management based
upon a combination of American and Japanese
management philosophies and
• Characterized by, among other things:
– Long-term job security,
– Consensual decision making,
– Slow evaluation and
– Promotion procedures, and
– Individual responsibility within a group context.
• Theory Z represents a humanistic approach to
management.
• Theory Z is a hybrid management approach
combining Japanese management
philosophies with U.S. culture.
The primary features of Theory Z are summarized in the paragraphs that follow.

LONG-TERM EMPLOYMENT
• Traditional U.S. organizations are plagued with short-term
commitments by employees.
• In the United States, employment at will, which essentially
means the employer or the employee can terminate the
employment relationship at any time.
• Type J organizations generally make life-long commitments to
their employees and expect loyalty in return,
• This promotes stability in the organization and job security
among employees.
CONSENSUAL DECISION MAKING
• The Type Z organization emphasizes
communication, collaboration, and consensus
in decision making.
• This marks a contrast from the traditional Type
A organization that emphasizes individual
decision-making.
INDIVIDUAL RESPONSIBILITY
• Type Z organizations retain the emphasis on
individual contributions.
• That are characteristic of most American firms
by recognizing individual achievements, albeit
within the context of the wider group.
SLOW EVALUATION AND PROMOTION

• The Type A organization has generally been

characterized by short-term evaluations of
performance and rapid promotion of high
achievers.
• The Type J organization, conversely, adopts
the Japanese model of slow evaluation and
promotion.
One of the distinguishing characteristics of
Theory Z are:
• Mutual trust – trust is an essential part of every business
endeavor, thus the need to have a strong relationship within the
organization
• Strong bond between organization and employees – things like
life-time employment and other benefits can make that happen.
• Career development – the emphasis on development is evident
here but instead of seeking quick promotion employees are
encouraged to make horizontal movement to avoid stagnation.
• Every individual has a defined career path and it’s properly
placed within the organization best on his capabilities and
knowledge.
• Employee involvement – employees are
encouraged to participate in the decision
making.
• Integrated organization – sharing information is
stimulated and every employee is clear about
strategy, mission, and vision.
• People Development – managers should
develop new skills among employees. The
organization should invest in people training and
development.
• Status differentiation – things like open space
and common canteen.