How do you visualize your Lean Six Sigma process flow?

“If you can’t describe what you are doing as a process, you don’t know what you are doing.” - W. Edwards Deming Edwards Deming states it best with his quote above. Process mapping starts with analyzing what is going on with the process. It helps with the DMAIC problem-solving approach because it gives a graphical representation of the process.

There are many formats for process mapping and they all service a different purpose: - Value stream mapping : shows the overall view from the fist contact with the customer to the full completion of their order or request for service. It is useful for strategic planning, for prioritizing processes to improve, and to get an insight of the organization as a whole. - Swimlane or cross-functionnal flowchart: it shows in more details the interractions between different functions or departments. It is useful to see the back-and-forth in the process and to show dependancies between the tasks. - Block diagram : it is the most simple form and shows only one state of a process. It is useful when focussing on a local improvement.

Process mapping is vital for visualizing the steps involved in a Lean Six Sigma project as it provides a clear, visual representation of the workflow, helping to identify areas of waste, inefficiency, and potential improvement. This clarity facilitates communication and collaboration among team members by providing a common understanding of the process. Additionally, process mapping serves as a foundational tool for analyzing the root causes of problems and developing effective solutions, making it easier to spot bottlenecks and streamline operations, ultimately leading to enhanced efficiency and quality.

Comece criando um mapa detalhado do fluxo de valor para identificar e compreender cada etapa do processo, desde a entrada até a entrega final. Analise o fluxo de materiais, informa??es e atividades, observando como eles se conectam e interagem. Isso permite destacar áreas de desperdício e ineficiências, além de detectar gargalos que impactam o desempenho. Foque na redu??o de varia??es e na melhoria contínua dos processos, priorizando o que é valioso para o cliente. Avalie constantemente prazos de entrega, tempos de ciclo e níveis de estoque para garantir que as expectativas do cliente sejam atendidas de forma mais eficiente.

Quando iniciamos uma jornada em busca de melhorias, um dos primeiros pontos a ser abordado é conseguir enxergar os desperdícios escondidos dentro de nossas opera??es. Podemos aplicar diferentes ferramentas para melhorar alguns postos de trabalho, mas que podem vir a n?o trazer o benefício real para toda a cadeia. O VSM nos permite enxergar toda a cadeia produtiva, levando em considera??o o fluxo de informa??o e materiais. No VSM é possível enxergar: Qual o processo é o gargalo? Quanto tempo preciso produzir para atender a demanda do cliente (takt time)? Qual o lead time total da cadeia? Quantos recursos disponíveis há nos postos de trabalho? Qual a disponibilidade de cada processo? Etc.

The most important part in creating a process map is to directly observe the process (go to gemba) as there are significant gaps between the way we think the process works and the way it actually works.

Creating a process map involves identifying the process to be mapped, defining its scope, listing and sequencing each step involved, and validating the map with stakeholders. Start by determining the start and end points of the process and gathering a cross-functional team that understands it. Document each step through brainstorming sessions, interviews, or observations, and arrange them in the correct order using flowchart symbols to represent different actions. Review the map with stakeholders to ensure accuracy and completeness, making necessary adjustments based on their feedback to finalize the process map.

A cria??o de um VSM possui as seguintes etapas: Na primeira etapa é necessário identificar a família de produtos que será elaborado o mapa. A família de produtos nada mais é do que um agrupamento de produtos que utilizam as mesmas etapas (processos) de uma cadeia produtiva. Ou seja, os produtos podem ser totalmente diferentes, mas se passam pelos mesmos postos de processamento, eles pertencem à mesma família. 1 - Defini??o da Família de Produtos & Mapeamento do Estado Atual 2 - Diagnóstico da Situa??o Atual 3 - Mapeamento do Estado Futuro 4 - Cria??o do Plano de Implementa??o & Acompanhamento dos resultados

I always tell my students to start with a SIPOC (Supplier, Inputs, Process, Outputs, Customers) when they are in the Define Phase. A SIPOC helps set the boundaries of the project and helps to identify the start and stopping points of a process that the project will concentrate on.

Once a process map is created, it can be used to analyze the process for inefficiencies, standardize procedures, facilitate training, support problem-solving, and communicate changes. By identifying areas of waste or bottlenecks, teams can develop targeted solutions to improve efficiency. The map can serve as a training tool to help new employees understand the workflow and their roles within it. Additionally, it is critical for the Define, Measure, Analyze, Improve, and Control (DMAIC) phases of Lean Six Sigma projects, ensuring alignment and clear communication of proposed changes to stakeholders.

Após identificar gargalos e desperdícios no Mapa do Estado Atual, o Mapa do Estado Futuro pode ser estabelecido. Diretrizes Lean foram desenvolvidas para auxiliar nesse processo, como garantir a estabilidade básica, adequar a capacidade do sistema à demanda, desenvolver fluxo contínuo sempre que possível, definir o processo puxador, determinar o takt time, padronizar o trabalho em fluxos contínuos, distribuir o trabalho, utilizar supermercados para interrup??es no fluxo, nivelar mix e volume de produ??o, dimensionar supermercados e proporcionar um layout eficiente.

To visualize a Lean Six Sigma process flow, you can use: 1. Process Maps: Detailed flowcharts showing each step and interaction. 2. Value Stream Mapping: Illustrates material and information flow, highlighting value-added and non-value-added activities. 3. SIPOC Diagrams: Provides a high-level overview of Suppliers, Inputs, Process, Outputs, and Customers. 4. Swimlane Diagrams: Depicts interactions between different departments or roles. 5. Cause-and-Effect Diagrams: Identifies potential causes of problems or inefficiencies. Each of these visualization tools can help clarify process steps, identify bottlenecks, and highlight areas for improvement.

Process mapping is a nice group exercise as it allows people to be aware of their role in the greater mission of an organization. It provides context as to why tasks have to be proformed a certain way (usually so someone else can do their job!), and creates great discussions on how people can work better together. It also puts into perspective everyone's work and contribution, and make visible the importance of tasks that are usually overlooked or underestimated.

When visualizing your Lean Six Sigma process flow, consider using the right tools such as Microsoft Visio or Lucidchart to create detailed and professional process maps. Engage stakeholders throughout the process to ensure buy-in and accuracy, and treat the process map as a living document that is updated as processes evolve. Integrate process maps with other Lean Six Sigma tools like Value Stream Mapping (VSM) or Failure Mode and Effects Analysis (FMEA) for a comprehensive analysis. Always link the process map back to the project goals, focusing on improving efficiency, reducing waste, and enhancing quality to drive meaningful outcomes.

Depois de desenhar o mapa do estado futuro é necessário criar um plano de implementa??o com a??es eficazes para atingimento dos resultados esperados no VSM do estado futuro. O plano deve conter a??es, resultados esperados, responsáveis e prazos. Importante ter em mente que o próprio VSM trabalha com a sistemática do PDCA (Planejar – Executar – Checar – Agir). Após as a??es definidas e implementadas, é necessário que se fa?a a checagem se as a??es definidas surtiram o resultado esperado no VSM do estado futuro. Assim, o ciclo do PDCA tem que sempre estar rodando neste processo.