The document summarizes a webinar on metrics-based process mapping. It discusses key differences between value stream maps and metrics-based process maps, important time and quality metrics, and how to create current and future state maps. Participants will learn how to use metrics-based process maps as improvement and monitoring tools. The webinar reviews mapping techniques like documenting the current state, identifying value-adding activities, and designing an improved future state with projected metrics.
2. Learning Objectives
īļParticipants will learn:
ī
ī
ī
ī
Key differences between a value stream and metricsbased process maps.
Key time and quality metrics for effective improvement in
office and service settings.
Step-by-step approach for creating current and future
state maps.
How to use the MBPM as a standard work and process
monitoring tool.
Š 2009 Karen Martin & Associates
2
3. Macro vs. Micro - Review
īļValue Stream Mapping (yesterdayâs webinar)
ī
ī
ī
Macro view â Rooftop perspective, 30,000 ft view
Future state designed by leadership
Strategic â âWhat are we going to do?â
īļMetrics-Based Process Mapping
ī
ī
ī
Micro view â âIn the weedsâ
Future state designed by frontline workers
Tactical â âHow are we going to do it?â
Š 2009 Karen Martin & Associates
3
4. The Work We Do:
Degrees of Granularity
30,000 ft
View
(Strategic)
Value
Stream
Process
Step
In the
Weeds
(Tactical)
Š 2009 Karen Martin & Associates
Process
Step
Value Stream
Map
Process
Step
Metrics-Based
Process Map
4
5. Traditional Mapping Method:
Process Flow Chart
Look up Customer
in Eclipse
SALES
New
Customer?
Yes
Enter Order
SALES
Product in
Stock?
Yes
Print Ship Ticket
SALES
Load Trucks
SHIPPING
No
No
Enter Customer
Information
ADMIN
Yes
Perform Credit
Check
FINANCE
Okay?
Notify Sales COD
Only; Notify Admin
No
to update
Customer Profile
FINANCE
Order Material
PURCHASING
Receive Material
RECEIVING
Whereâs the quality? Whereâs the time?
Š 2009 Karen Martin & Associates
5
6. What is a Metrics-Based
Process Map?
īļA visual process analysis tool, which integrates:
ī
ī
Functional orientation of traditional swim lane
process maps
Key Lean time and quality metrics
īļTool which highlights the disconnects / wastes /
delays in a process
ī
Keeps the improvement focus properly directed
īļServes as standard work for workforce training
and process monitoring
Š 2009 Karen Martin & Associates
6
8. When is the MBPM Used?
īļFor current state analysis and future state
design during an office/service-based Kaizen
Event.
īļAs a stand alone improvement tool.
Š 2009 Karen Martin & Associates
8
9. Mapping Prep If Not Part of a
Kaizen Event
īļSelect a skilled, objective facilitator.
īļCreate a mapping charter â who, what, where,
when & why.
ī
Define the scope.
ī§ Select the âfence postsâ (first and last steps).
ī§ Select a specific situation or set of conditions.
ī
Select the team.
ī§ No more than 10.
ī§ Include representatives from all functions within the fence
posts, including customers and suppliers.
ī§ Include people who currently do the work.
ī§ If too many people involved, narrow your scope.
ī§ If possible, include objective âoutside eyes.â
Š 2009 Karen Martin & Associates
9
10. Document the Current State
īļStep 1 â Label the map in the upper right
hand corner.
ī
Include process name, conditions mapped,
date, and facilitator name and/or team
members.
Š 2009 Karen Martin & Associates
10
11. Step 1: Label the map
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names
Use 36â wide white paper with 6â swim lanes (hand drawn,
chalk lines, or pre-printed). Email me if you want a preprinted version you can print on a plotter printer.
12. Document the Current State
īļStep 2 â Label the swim lanes with the
functions involved.
ī
Include external functions, if appropriate (e.g.
customers, suppliers/contractors, etc.)
Š 2009 Karen Martin & Associates
12
13. Step 2: List functions
Function A
Function B
Function C
Function D
Function E
Function F
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names
14. Document the Current State
īļStep 3 â Document all activities/steps
on 3 x 6â post-its.
ī
ī
ī
ī
Use verb/noun format; clear and concise.
Include function.
Separate tasks that have different quality
outputs or timeframes; combine tasks
otherwise.
Place post-its in appropriate swim lane,
sequentially.
Š 2009 Karen Martin & Associates
14
17. Document the Current State
īļMap the rule (80%), not the exceptions
(20%).
ī
For metrics with ranges, use the median.
īļContinue to add conditions to your
scope if you need to.
ī
To minimize âit dependsâ answers.
Š 2009 Karen Martin & Associates
17
18. Document the Current State
īļStep 4 â Number the activities.
ī
ī
Number the activities sequentially from left to
right.
For parallel activities, add âA,â âB,â etc.
ī§ Example: Step 8A, Step 8B, etc.
ī
Donât number the post-its until the map is
âfinal.â
Š 2009 Karen Martin & Associates
18
21. Document the Current State
īļStep 5 â Add activity-specific information:
ī
ī
Number of staff involved (if relevant)
Barriers to flow
ī§ Batches
ī§ Shared resources
ī§ Equipment downtime
ī§ Etc.
ī
Key metrics (include units of measure)
ī§ Process Time (PT)
ī§ Lead Time (LT)
ī§ Percent Complete & Accurate (%C&A)
Š 2009 Karen Martin & Associates
21
22. MBPM Post-it Conventions
Step #
Activity
(Verb / Noun)
Function that
performs the
task
# Staff
(if relevant)
Barriers to flow
(if relevant)
PT (process time)
% Complete &
Accurate
LT (Lead time)
23. MBPM Post-it Conventions
Step #
Activity
(Verb / Noun)
Function that
performs the
task
# Staff
(if relevant)
Barriers to flow
(if relevant)
PT (process time)
% Complete &
Accurate
LT (Lead time)
24. Task-Level Metrics: Time
īļProcess time (PT)
ī
ī
ī
The time it takes to actually perform the work, if one is
able to work on it uninterrupted
Includes task-specific doing, talking, and thinking
aka âtouch time,â work time, cycle time
īļLead time (LT)
ī
ī
The elapsed time from the time work is made available
until itâs completed and passed on to the next person or
department in the chain
aka throughput time, turnaround time, elapsed time
Š 2009 Karen Martin & Associates
24
25. Lead Time vs. Process Time
Scenario 1
Lead Time
Process Time
Work
Received
Work passed
to next step
LT = PT + Waiting / Delays
Š 2009 Karen Martin & Associates
25
26. Lead Time vs. Process Time
Scenario 2
Lead Time
Process Time
Work passed
to next step
Work
Received
LT = PT + Waiting / Delays
Š 2009 Karen Martin & Associates
26
27. MBPM Post-it Conventions
Step #
Activity
(Verb / Noun)
Function that
performs the
task
# Staff
(if relevant)
Barriers to flow
(if relevant)
PT (process time)
% Complete &
Accurate
LT (Lead time)
28. Key Lean Metric: Quality
īļ%Complete and Accurate (%C&A)
ī
% time downstream customer can perform task without
having to âCACâ the incoming work:
ī§ Correct information or material that was supplied
ī§ Add information that should have been supplied
ī§ Clarify information that should or could have been clear
ī
ī
This output metric is measured by the immediate
downstream customer and all subsequent downstream
customers.
If workers further downstream deem the output from a
particular step to be less than 100%, multiply their
assessment of quality with the previous assessments.
Š 2009 Karen Martin & Associates
28
29. Metrics Reminders
īļTypically obtained via interview; questions must
be high quality
īļPT & LT
ī
ī
You can âchunkâ these metrics for a series of post-its
when necessary
When wide variation, do one of three things:
ī§ Narrow your scope (pick a specific circumstance)
ī§ Use the median
ī§ Indicate the variation, but use the median for the timeline
īļ%C&A
ī
ī
ī
Determined by immediate downstream customer and
all subsequent downstream customers
Response is placed on the post-it for the output step
0% at a particular step is not rare
Š 2009 Karen Martin & Associates
29
30. Documenting the Current State
īļStep 6 â Define the âTimeline Critical Pathâ
ī
Longest LT unless âdead-endâ step
ī§ If longest LT is a dead end step, then bring the
next longest LT to the timeline
ī
Use colored marker
Š 2009 Karen Martin & Associates
30
31. Step 6: Define the âTimeline Critical Pathâ
For parallel activities: Chose the longest LT unless a
âdead-endâ activity
32. Documenting the Current State
īļStep 7 â Create the timeline
ī
Bring down the PT & LT from the timeline
critical path steps.
Š 2009 Karen Martin & Associates
32
34. Document the Current State
īļStep 8 â Calculate the summary metrics
ī
ī
ī
Timeline PT Sum
Timeline LT Sum
% Activity
ī§ (PT Sum/Total LT Sum) x 100
ī
Rolled First Pass Yield (RFPY)
ī§ %C&A x %C&A x %C&AâĻ
ī§ Include ALL post-its, not just critical path
Š 2009 Karen Martin & Associates
34
35. Summary Metrics: Labor
Requirements
īļTotal PT
ī
Sum of all activities, not just timeline
īļLabor Requirements
# FTEs
=
Total PT (in hrs) X # occurrences/year
Available work hrs/year/employee
Freed
= CS FTEs - FS FTEs
Capacity
* FTE = Full-time Equivalent (2 half time employees = 1 FTE)
Š 2009 Karen Martin & Associates
35
36. Metrics-Based Process Mapping
Summary Metrics
Metric
Timeline PT
Timeline LT
% Activity
Rolled First
Pass Yield
Total Process
Time
Labor
requirements
Freed capacity
Current State
Projected
Future State
Projected %
Improvement
37. Document the Current State
īļStep 9 â Identify the value-adding (VA)
and necessary non-value-adding (N)
activities
ī
ī
ī
Use small colored post-its labeled with âVAâ or
âNâ.
All unlabelled post-its represent waste.
NOTE â this is the first of two âbridge stepsâ
between current state documentation and
future state design.
Š 2009 Karen Martin & Associates
37
38. Step 9: Label the value-adding (VA) and
necessary non-value adding (N) activities
Š 2009 Karen Martin & Associates
38
39. Document the Current State
īļStep 10 â Circle (with a red marker) the
step-specific metrics that indicate the
greatest opportunity for improvement.
ī
ī
Low step-specific %activity, low %C&A, etc.
This is the second of the two steps that
provide the bridge between current state
documentation and future state design
Š 2009 Karen Martin & Associates
39
40. Step 10: Circle the data that indicates
the greatest need for improvement
41. Current State Facilitator Tips
īļ Keep the team focused on current state.
ī
Quickly flip chart future state ideas to capture them, then return
to current state.
īļ If the LT is 8 hrs for a block, it doesnât matter if the PT is
5 or 8 mins.
ī
Limit debates over things that donât matter.
īļ If three people perform the work three different ways,
select one way for the current state map.
īļ Create a safe environment for âtelling the truth.â
ī
ī
âIt is what is it. No blame. No worries.â
âPeople arenât the problem. The process is the problem.â
īļ Help âdigestâ how âbadâ the process is.
ī
âItâll be easy to be a rock star!â
Š 2009 Karen Martin & Associates
41
42. Typical Current State Findings
Islands of value-adding activities
All other time is âwaste.â
Rework
First Step
Adding Value
Last Step
Future State Design: How can we progress from one
âVAâ or âNâ step to the next and eliminate all waste?
Š 2009 Karen Martin & Associates
42
43. Future State Design
īļGoals
ī
ī
ī
ī
Reduce overall LT & PT
Improve quality (increase RFPY)
Increase % activity
Improve LT, PT, and %C&A at individual steps
īļMay need to perform root cause analysis before
determining countermeasures to realize the
future state
īļMapping steps
ī
ī
ī
Clean sheet or modify current state map
Same steps as current state
Calculate projected metrics
Š 2009 Karen Martin & Associates
43
44. Future State Design Considerations
īļ Eliminate steps / handoffs
īļ Combine steps
īļ Create parallel paths
īļ Alter task sequencing
and/or timing
īļ Implement pull
īļ Reduce / eliminate batches
īļ Improve quality
īļ Create an organized, visual
workplace
īļ Reduce changeover
īļ Eliminate motion &
transportation
īļ Standardize work
īļ Eliminate unnecessary
approvals /
authorizations
īļ Stop performing nonvalue adding (NVA)
tasks
īļ Co-locate functions
based on flow; create
cells (teams of crossfunctional staff)
īļ Balance work to meet
takt time requirements
44
45. The Right Process
īļStandardize work
īļMistake proof work
īļMake problems visual
īļFix problems immediately
īļCreate continuous flow
īļLevel demand
īļBalance work
īļCreate pull systems
Š 2009 Karen Martin & Associates
45
46. Future State Facilitator Tips
īļ Reduce resistance by pointing out how âboringâ waste is
and how energizing it is to provide customer value.
īļ Spark innovation by using examples outside your own
company / industry.
īļ Guarantee the team that they will not lose a paycheck
and that theyâll be properly trained for any new role they
take on.
īļ Guarantee the team that if the process is more difficult
(after a learning curve), youâll revisit the improvement.
īļ Guarantee the team that youâll only make a process
change if itâs indeed an improvement.
Š 2009 Karen Martin & Associates
46
47. Document Projected
Future State Results
Metric
Current State
Projected
Future State
Projected %
Improvement
CP PT
CP LT
AR
RFPY
Total PT
Labor
requirements
Freed capacity
Š 2009 Karen Martin & Associates
47
49. Create an Action Plan: Who, What, When, Where, and How?
Future State Implementation Plan
Value Stream Outpatient Imaging
Implementation Plan Review Dates
Executive Sponsor Allen Ward
11/1/2007
Value Stream Champion Sally McKinsey
11/21/2007
Value Stream Mapping Facilitator Dave Parks
12/13/2007
Date Created 10/18/2007
Block
#
2
Goal / Objective
Improve quality of referral
Improvement Activity
Type
KE
Implement standard work for referral
process
Owner
Sean O'Ryan
PROJ
1/10/2008
Implementation Schedule (weeks)
2 3 4 5 6 7 8 9 10 11 12
Dianne
Prichard
3, 4
Reduce lead time beween schedulingand
Cross-train and colocate work teams
preregistration steps
5, 6
Eliminate the need for two patient checkins
Collect copays in Imaging
KE
Michael
O'Shea
6
Eliminate bottleneck in waiting area
Balance work / level demand
KE
Dianne
Prichard
9
Eliminate lead time associated with
transcription step
Implement voice recognition technology
PROJ
Sam Parks
10
Eliminate batched reading
Reduce setup required
KE
Sam Parks
7
Reduce inventory costs, regulatory risk
and storage needs
5S CT supplies area; implement kanban
KE
Michael
O'Shea
12
Reduce delay in report delivery
Implement additional fax ports
PROJ
Martha Allen
12
Reduce delay in report delivery
Increase percentage of physicians
receiving electronic delivery (rather than
hard copy)
KE
1
Martha Allen
Approvals
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
Date
Complete
50. The Improved State Becomes Standard Work
Current State Metrics-Based Process Map
0
PT Units
1
0
Seconds
Hours
Minutes
Days
LT Units
15
6
-1
0
Seconds
Hours
Minutes
Days
Process Details
Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 25-Jun-08
Step # âē
Function /
Department
1 Customer
Mapping Team
Diane O'Shea
Sean Michaels
Sam Parks
Sally Dampier
Michael Prichard
Process Name Order Fulfillment
1
2
Activity
PT
LT
%C&A
Fax PO to Sales
Rep
0
0
Ryan Austin
Mary Townsend
Facilitator
Dave Morgan
3
4
45%
PT
LT
%C&A
Activity
PT
LT
%C&A
Review PO;
clarify with
customer as
needed
20
2
90%
Fax PO to
warehouse
10
4
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Check inventory
levels; notify
Sales Rep re:
status
2 Sales Rep
Activity
5
90%
5
4
95%
Fax PO to Sales
Rep
5
0.33
90%
5 Finance
6
Warehouse /
Shipping
Critical Path PT
Critical Path LT
Rolled %C&A
Total PT
0
20
0
0
10
2
45%
20
5
4
90%
10
5
4
90%
0.33
95%
5
90%
5
51. Electronic Documentation?
īļArchive the teamâs work
īļDistribute the maps to remote locations
īļDocument the new standard work for the
process
ī
ī
Training/retraining staff
Monitoring process performance
īļCommunicate the impact of Kaizen Events
and other improvement activities
Š 2009 Karen Martin & Associates
51
53. Learning Objectives
īļParticipants will learn:
ī
ī
ī
ī
Key differences between a value stream and metricsbased process maps.
Key time and quality metrics for effective improvement in
office and service settings.
Step-by-step approach for creating current and future
state maps.
How to use the MBPM as a standard work and process
monitoring tool.
Š 2009 Karen Martin & Associates
53
54. Thank You!
īļLink to todayâs slides (pdf format)
ī
ī
http://www.ksmartin.com/files/01ag89/mbpmj9eU
Y43.pdf
www.ksmartin.com/files/mbpm_webinar.pdf
īļNext webinar â Kaizen Events â tell a friend! ī
ī
ī
Part I â December 4 â Planning
Part II â December 5 â Executing & Follow-up
īļRegister for monthly newsletter and webinar
announcements â tell a friend! ī
ī
www.ksmartin.com/subscribe
Š 2009 Karen Martin & Associates
54
55. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Š 2009 Karen Martin & Associates
55
57. Why Capture the MBPM
Electronically?
Archive the teamâs work
īŽ Distribute the maps to remote locations
īŽ Document the new standard work for the
process
īŽ
ī¨
Training/retraining staff
ī¨ Monitoring process performance
īŽ
Communicate the impact of Kaizen
Events and other improvement activities
Š 2008 Karen Martin & Mike Osterling
57
58. Product Information
īŽ
The CD contains three files:
Essentials.pdf â describes
the step-by-step approach for
creating MBPMs manually, using
paper and post-its
ī¨ Userâs Guide.pdf â describes the
toolâs functionality and the steps to
creating electronic versions of the
MBPMs
ī¨ MBPM.xlt â the Excel-based tool
ī¨ Mapping
īŽ
Including a Quick Start Guide for mature
Excel users and those who already know
how to create MBPMs
Š 2008 Karen Martin & Mike Osterling
58
59. The Excel-Based Tool:
Easy to Use
Intuitive design
īŽ Custom tool bar and pull-down menus
īŽ Color-coded cells
īŽ Automated metrics calculations
īŽ Mistake-proofing audit feature
īŽ Easily distribute electronic âread onlyâ
versions of the process flow to nonlicensed users
īŽ
Š 2008 Karen Martin & Mike Osterling
59
60. Tool Layout
Seven sheets
âĸ Current State
âĸ Future State
âĸ Summary Metrics
âĸ Audit Findings
âĸ Metrics Descriptions
âĸ Sample MBPM
âĸ Quick Start Guide
Custom
toolbar with
easy to use
pull-down
menus
62. Map Structure
Process Steps
Functions
Current State Metrics-Based Process Map
0
PT Units
1
0
Seconds
Hours
Minutes
Days
LT Units
15
6
-1
0
Seconds
Hours
Minutes
Days
Process Details
Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 25-Jun-08
Step # âē
Function /
Department
1 Customer
Mapping Team
Diane O'Shea
Sean Michaels
Sam Parks
Sally Dampier
Michael Prichard
Process Name Order Fulfillment
1
2
Activity
PT
LT
%C&A
Fax PO to Sales
Rep
0
0
Ryan Austin
Mary Townsend
Facilitator
Dave Morgan
3
4
45%
PT
LT
%C&A
Activity
PT
LT
%C&A
Review PO;
clarify with
customer as
needed
20
2
90%
Fax PO to
warehouse
10
4
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Check inventory
levels; notify
Sales Rep re:
status
2 Sales Rep
Activity
5
90%
5
4
95%
Fax PO to Sales
Rep
5
0.33
90%
5 Finance
6
Warehouse /
Shipping
Critical Path PT
Critical Path LT
Rolled %C&A
Total PT
0
20
0
45%
0
10
2
90%
20
5
4
5
4
90%
10
0.33
95%
5
90%
5
Key Metrics & Timeline
Blue color-coded cells indicate the critical path
63. Color-Coded Summary Metrics Sheet
īŽ
Auto-Calculates:
ī¨
ī¨
ī¨
ī¨
Summary time and quality metrics for before and after maps
Projected % improvement (color-coded for visual ease)
Staffing requirements
User-defined metrics
64. Archiving your MPBM:
5 Easy Steps
1.
2.
3.
Enter header information
Insert functions and steps
Create the current state map
īŽ
īŽ
īŽ
4.
Enter activities & key metrics
Define the critical path
Audit the map
Create the future state map
īŽ
Enter activities & key metrics
īŽ Define the critical path
īŽ Audit the map
5.
View the Summary Metrics Sheet
Š 2008 Karen Martin & Mike Osterling
64