Deciding which tool to use

• Tips on process mapping, p. 34, gives practical tips for generating a useful process map. Review as needed.

• Process observation, p. 36, gives tips for going out to watch what really goes on in a process. Always a good idea at the beginning of a process improvement project, even if you think your team members already have a lot of process knowledge.

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  SIPOC, p. 38, is a simple diagram for identifying the basic elements of a process (boundaries, supplier inputs, process inputs, steps, customers and outputs). Most teams will want to do a SIPOC diagram at the beginning of their project to capture a high-level view of targeted operations (helps communicate with sponsors and others). SIPOC is a good tool for translating customer requirements into output requirements and identifying related Key Process Output Variables (KPOVs).

• Process mapping steps, p. 39, covers the elements of creating a flowchart.

• Transportation diagrams, spaghetti/workflow diagrams, p. 42, are specialized maps that show unique ways to depict different aspects of workflow. Skim through to see if they could help your project.

• Swim-lane (deployment) flowcharts, p. 43, are especially useful when the process being studied goes across three or more functions. Very often there are discontinuities in the process during the hand-offs between functions. Effective at showing the many handoffs, transports, queues and rework loops in a process.

• Value stream map, p. 45, is a "process map with data"—a tool for capturing process data (on WIP, setup time, processing time/unit, error rates, idle time, etc.) as well as flow. The foundation for Lean improvement methods . Mandatory tool for all teams whose mission is to speed up the process and eliminate non-value-add cost. ( See also the complexity value stream map on p. 243)

• Value-add/non-value-add analysis, p. 49, gives guidelines for identifying which work in a process your customers value and which they do not value. Every project that involves process improvement should establish before and after levels of value-add and non-value-add cost.

• Time Value Map, p. 52, and Value-add Chart (task time or takt time chart), p. 53, are visual tools for emphasizing how process time is divided between value-add and non-value-add work. Particularly recommended for teams whose members are new to thinking in VA/NVA terms.

Process mapping

Key principles

• Documentation is no substitute for observation. You MUST walk the process and talk to the staff to find out what really goes on day to day. Do this even if you're studying a work area you think you already know!

• A flowchart is a means, not an end. Don't get so wrapped up in creating the perfect flowchart that you delay the value-add work on a project. Only go to a level of detail that is helpful for the project.

• Boundaries of what to map should come from your project charter. If boundaries are not spelled out, check with your sponsor(s).

• Involve a cross-representation of those who work in the process to create the map. No one person will have all the process knowledge you need.

• Process maps are meant to be used. If your maps sit on a shelf or are stuck in one person's computer, they aren't doing you much good. Establish practices that make them living documents; refer to them in all team meetings, use in training and retraining ; update with each process change, etc.