Process observation

Highlights

Observing a process in action gives team members a deep understanding of reality and can spark ideas about improvement opportunities and solutions
Observation works best if you plan what you want to do and how you will capture and use the insights people gain

To observe a process …

Clarify the purpose of observation.
- Is this a general walkthrough or is there a specific purpose (Ex: observing handoffs at a specific step)
Identify observers.
- If possible, include both experienced and novice process operators/staff
Prepare an observation form and train observers.
- Create a form to capture process data or general impressions
- Train all observers in how to use the form; hold practice runs to make sure everyone is using the form in the same way
Prepare staff in the workplace.
- Well in advance of the observation session, alert people in the affected work area about the timing and purpose of the observation
- Get permission from a process owner, supervisor, or manager; make sure it's OK to conduct the observation session and talk to process operators/staff
Walk the process; carry out your observations plans.
Have observers summarize lessons learned and present them to whole team. Discuss the results.
- Try to determine the "best repeatable time." Then have your team discuss how to make "best repeatable" the standard for every step in the process.

Example Process Observation Form

( focus here is on process flow and timing )

Process Observed:__				Date:_		Time:_
Step	Description	Worker	Distance from last step (in ft.)	Task time	Wait time	WIP	Observations







			Totals:

Tips

If one purpose of the observation is to measure lead time, try to schedule multiple sessions so that you can capture the variation.
It is also a good idea to make multiple observations for WIP and items in queue.
Make sure all your timing measurements are coordinated. If, for example, observers are working in parallel at different points the process, make sure they all start and end their timing devices at the same time. Later, at a team meeting, you can piece together the data for the entire process without worrying that the measures won't line up.

SIPOC

Highlights

A process snapshot that captures information critical to a project
SIPOC diagrams help a team and its sponsor(s) agree on project boundaries and scope
A SIPOC helps teams verify that process inputs match outputs of the upstream process and inputs/expectations of downstream process(es)

click to expand

To create a SIPOC diagram …

Note

You can vary the sequence of these activities. Often it works best to identify the process steps you're concerned with because that defines boundaries, then move on to Outputs/Customers, and back to Suppliers/Inputs. But do them in any order that makes sense for your project.

Identify process boundaries and key activities
- Keep at a high level, with perhaps 6 activities at most
Identify the key outputs (Ys) and customers of those outputs
- Brainstorm outputs and customers
- If you have a lot of different outputs and customers, focus on a critical few
Identify inputs (Xs) and suppliers
- Brainstorm inputs and suppliers
- If you have a lot of different inputs and suppliers, focus on a critical few
Identify critical-to-quality requirements for the inputs, process steps, and outputs
- Remember, you'll have to verify this later with data collection