How can you streamline your supply chain management with process maps?

We are talking here about VSM Value Stream Mapping. This means mapping your current process AS IS as on today without hiding any information so that each value adding or non value adding activities are captured and we are able to see the actual picture of our process as overall. Mostly main purpose of such kind of activity is to reduce waste (muda) from the processes.

One thing I found helpful is the automotive industry approach to process mapping. We use the turtle diagram to understand the inputs, outputs, material, equipment, personnel, competency, methods, objectives and targets. We used a risk-based approach during the development of turtle diagram, identifying both risks and opportunities from this initial phase. A multidisciplinary team is assembled to develop a process flow, process failure mode effect analysis, process control plans, procedures and record sheets. The whole approach is powerful and if done thoroughly, the process implementation is seamless.

This visual clarity promotes better communication as it reduces misunderstandings, allows for more effective collaboration, and enables teams to identify where handoffs occur, ensuring smoother transitions between different stages of the supply chain. It also provides a framework for discussions, enabling teams to pinpoint areas for improvement or innovation collectively.

A “Turtle” diagram doesn’t achieve the same result as a true process map and it was copied from Phil Crosby’s “Process Evaluation” technique. It was simply a way to attempt to make lazy CB auditors audit processes and not clauses. True value comes from value stream maps

Process Mapping is a visual team effort, bringing in the experience and wisdom of the whole team (in stead of the knowledge of only one person). Process Mapping results in engaged team members, broad understanding of what really happens and a actionable plan to go forward to an improved process.

In my experience, when building end to end supply chain maps, cross functional teams are necessary along with effective management of team interactions. Without those two elements, it’s very difficult to map end to end supply chains effectively.

Invite team members, explain the process Mapping process, walk the shop floor, let them ask the colleagues what they do (let them write it down) and let the team members bring that info to the 'war room'. Then ask each team member to share their info they gathered on the shop floor via visual aids (whiteboard, brown paper, sticky's) on a wall, let them explain. Let them explain, and refine until every team member agrees and understands. Then bring the workers in and let them check the process. Them invite management in the session and explain what is really happening.

I begin by outlining the entire supply chain, from sourcing raw materials to delivering the final product. Mapping each stage involves detailed documentation of workflows, key stakeholders and interactions between various nodes. Utilizing flowcharting techniques, I visually represent these processes, highlighting dependencies, bottlenecks and decision points. I segment the supply chain into manageable sections, facilitating focused analysis and improvement opportunities. Standardizing processes and identifying inefficiencies become achievable through process maps. Analyzing these visual representations allows for targeted optimizations, such as reducing lead times or minimizing inventory holding costs.

In this stage we must make "SWOT" analysis of supply chain process and based on that decision need to take. Feedback is the most important. Feedback plays very important roll to close the loop holes of decided process.

One more important thing to remember: process maps are not the “museum exhibits”, they are alive and should be useful (otherwise, what is the point in creating them?). That is why it is ok to adjust the process maps in ongoing and to make changes to them. And those changes not necessarily should be proposed by managers. Each member of the team (from top management to the labourers) can determine a point in the process that can be done better. Process map is a TEAM WORK

I begin by comprehensively charting each stage of the supply chain, mapping out key activities, decision points and interdependencies. By analyzing these maps, I pinpoint opportunities to enhance efficiency, reduce lead times and optimize resource utilization. Standardizing procedures across the supply chain becomes achievable, promoting consistency and reliability. Iterative refinement of these process maps allows for continuous improvement, enabling adaptation to dynamic market demands and changes in the business landscape. Regular reviews and updates ensure alignment with evolving objectives, fostering a more agile, responsive and efficient supply chain ecosystem.

In my experience supply chain maps can help identify waste using LEAN, and help IT build automation into supply chain transactions

Reduzir o tempo de ciclo: Os mapas de processo podem ajudar a identificar etapas que podem ser eliminadas ou simplificadas para reduzir o tempo de ciclo da cadeia de suprimentos. Melhorar a visibilidade: Os mapas de processo podem ajudar a melhorar a visibilidade da cadeia de suprimentos, o que pode facilitar a identifica??o de problemas e oportunidades de melhoria. Reduzir custos: Os mapas de processo podem ajudar a identificar oportunidades de redu??o de custos na cadeia de suprimentos, como a redu??o de estoques ou a otimiza??o de rotas de transporte.

Clients satisfaction will build a strong supply chain .Ontime service & technical support added more value for the trust of clients. For this company needs trained technical team & management team .Sale,system,systematic services -all are bonding togather. This will help for the long term sustainable & success in business .

One of the things I found valuable with process maps and or process mapping was the way it easily help identify points or opportunity or redundancy. I have used them in the Reliability world to identify safety gaps. Also, found use for them in training new associates. Helped to visualize the process from various points of view. Stakeholders also can easily use these to secure capital project work or standard Reliability needs.

In my experience, it gives an opportunity to re-write/tweak procurement procedures and policies, updates to QMS for compliance. The internal customers/stakeholders have clear understanding of hand-offs to SC for successful execution.

Firstly, they provide a clear, visual representation of the entire supply chain workflow, aiding in understanding complex processes. By analyzing these maps, I can streamline operations, optimize resource allocation and enhance overall efficiency. Standardizing procedures across the supply chain promotes consistency, reducing errors and enhancing reliability. Moreover, process maps facilitate easier communication and collaboration among stakeholders. Regular reviews and updates to these maps enable continuous improvement, fostering agility and adaptability to changing market demands. Ultimately, process maps empower informed decision-making, promoting a more efficient, responsive and resilient supply chain ecosystem.

Supply chain maps can also help identify CO2 hotspots. That is turn can help reduce the carbon footprint of the supply chain.

Os mapas de processos s?o uma ferramenta poderosa que pode ser usada para melhorar a eficiência e eficácia da gest?o da cadeia de suprimentos. Eles podem fornecer uma série de benefícios, incluindo: Melhor compreens?o da cadeia de suprimentos: Os mapas de processos podem ajudar as organiza??es a entender melhor como sua cadeia de suprimentos funciona. Isso pode incluir identificar as etapas, atividades e fluxos de informa??o envolvidos na cadeia de suprimentos.

Os mapas de processos s?o uma ferramenta poderosa que pode ser usada para melhorar a eficiência e eficácia da gest?o da cadeia de suprimentos. Eles podem fornecer uma série de benefícios, incluindo: Identifica??o de oportunidades de melhoria: Os mapas de processos podem ajudar as organiza??es a identificar oportunidades de melhoria na cadeia de suprimentos. Isso pode incluir etapas desnecessárias ou ineficientes que podem ser eliminadas ou simplificadas.

In my experience, the first thing to do is to agree on the start and end points of the mapping exercise. Once that is decided a cross functional team can then be put together to develop the process map

The first step in developing a supply chain management plan is to determine whether the supply chain is (will be) production-schedule driven or the production schedule is (will be) supply-chain driven. Manufacturing operations that produce relatively few items over longer periods of time and/or calendar durations are generally driven by the production schedule, that is, the schedule determines which materials are required and when. In contrast, manufacturing that involves producing relatively large numbers of smaller, similar items is usually supply-chain driven. That is, in such cases, it is what materials are on hand that determines which part of a schedule is going to be addressed on the production line.

Define the scope and purpose of the process map, outlining specific goals and areas of focus within the supply chain. Involve key stakeholders from various departments to gain diverse insights and ensure comprehensive mapping. Detail each stage of the supply chain process, including activities, decision points, dependencies and interactions. Employ flowcharts or diagrams to visually represent the processes, making them easier to comprehend and analyze. Streamline processes where possible, removing redundancies and complexities for clearer mapping. Continuously review and update process maps to adapt to changes in the supply chain landscape or business needs. Use mapped data to measure performance metrics and identify inefficiencies.

In my experience, the first thing to do is to agree on the start and end points of the mapping exercise. Once that is decided a cross functional team can then be put together to develop the process map

A few items that I have found to be successful, process improvements require alignment from all levels of the organization before starting, stakeholder team needs heavy engagement from those who action, having current policies and procedures on hand aid in quicker discussion. Once completed, publish the final version on the internal portal for all to see.

In a recent project, I utilized process mapping to optimize our supply chain. Identifying bottlenecks and inefficiencies in material procurement, production stages and distribution channels allowed us to restructure workflows. This led to improved inventory management, reduced lead times and minimized waste. Sharing these process maps across teams enhanced communication and alignment, fostering a cohesive understanding of each stage's importance within the supply chain. Consequently, we achieved cost savings and increased operational efficiency while maintaining product quality and meeting delivery deadlines. Process maps serve as dynamic tools, enabling continual refinement and optimization of our supply chain management strategies.

Understand where the most cost lies in the value chain to prioritize where to tackle 1st. In many cases, supply chain management also need to standardize many things e.g. packaging to maximize the space and trip

In my perspective, process mapping is no longer in tune with the modern era. Processes should be organized using the third generation of AI, commonly referred to as process agents. This approach is notably more efficient. Gradually, all processes within the supply chain can be automated with AI, ensuring that crucial knowledge remains within the company even during personnel changes, preventing it from falling into the hands of competitors. While process mapping might visualize process sequences, what's essential is a connected way of thinking that discerns the impact on the entire supply chain. This level of comprehension and interconnectedness is only achievable through the utilization of third-generation AI.

Use of information technology for tracking, video calling and photo sharing in social media group can also boost it. At d end SKY IS De LIMIT.....

In my opinion, the goal of any company is to make a safe and productive environment for all employees. Utilizing tools like process mapping will help with that. It gives the path to engage all levels of a corporation or company with the day to day struggles. Once things are illustrated they give you time and space to work on and articulate changes.