Process mapping is an essential tool in helping us understand the activities and sequence of steps involved in any process. It also helps to identify areas where data collection should take place. It is commonly used at the early stages of project definition or project development to visualize the activities involved in a process. By completing the process map prior to performing process baselining and calculating the lean value, we can focus on processes that we fully understand.
By comparing the current process against the ideal process diagram we can identify opportunities for improvement such as simplification of a complex process or elimination of non-value added operations.
The standard set of symbols presented herein are a starting point and, as our experience grows, we can add some other symbols to draw diagrams of various levels of detail to better understand and visualize the process.
The CT tree is linked to this tool making it useful for all levels of an organization. Six Sigma Champions can utilize this tool to visualize the process steps that may impact a Critical To Satisfaction (CTS) characteristic, while a Six lean Black Belt or team member would utilize this tool to visualize the impact on Critical to Quality (CTQ) characteristics. At the system level where a product is a function of processes, the process map defines a series of processes, whereas at the sub-system level, where processes are a function of operations, a process map represents operations that are linked.
A process map has many uses in 6. For example, it is related to the CT and Opportunity for Defect concepts in that after identifying the CTQ, CTD, and CTC characteristics, it depicts the sequence of steps or activities that a product or service follows and the complexity level of the process that produces the deliverable. It can also be used to identify those areas where defects are likely to occur and data collection points.
Much like the CT tree, a process map may have various levels of detail. At the system level, the process map depicts linked processes (a product is a function of processes), whereas the subsystem level represents operations that are linked (a process is a function of operations).
In order to successfully implement lean with a company-wide vision, it is often beneficial to nominate a Group Core Team that reports directly to the Management Committee.
This team reports functionally to their Business Unit Senior Management and works alongside the Aerospace Lean Coordinator to ensure that a coordinated Six Sigma implementation strategy is developed at the Aerospace level.
The Core Team also manages the Master Black Belts who will lead the transfer throughout the organization.
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