DEFINE THE PROCESS - GETTING TO WORK; GROCERY SHOPPING; FILLING GAS
ESTABLISH OWNERSHIP
ESTABLISH CUSTOMER
REQUIREMENTS
|
WHAT
DO YOU EXPECT THE PROCESS TO PRODUCE? |
ESTABLISH BOUNDARIES/FIRST
AND LAST STEPS OF THE PROCESS; ADD OUTPUT TO LAST STEP - 5
MINUTES
LIST ALL THE TASKS/ACTIVITIES THAT THE GROUP
MEMBERS DO TO ACCOMPLISH THE PROCESS -
15 MINUTES
DIVIDE THE ABOVE LIST TO TASKS THAT
EVERYONE ALWAYS DOES AND TASKS THAT OCCUR SOMETIMES (INCLUDING
REVISIONS AND INSPECTIONS) -
15 MINUTES
MAP THE PRIMARY PROCESS
- 5 MINUTES
- steps that must occur by the process
owner[s]
- Ask: Is this step necessary to produce the output?
REVIEW - 10
MINUTES
MAP ALTERNATIVE PATHS
- 15 MINUTES
Getting to work | Grocery Shopping | Filling Gas
- allow flexibility by adding decision diamonds
- a decision diamond must ask a question that explains why certain steps occur only sometimes
MAP INSPECTION POINTS
- 15 MINUTES
- inspection points serve to find errors before they
reach the customer
- inspection points pose a "pass/fail" question
- a "fail" answer reverses the process flow
- inspection points represent standards
- We strive to eliminate inspection points; but if we can't,
- We should move inspection points forward (i.e., close to the start of the process)
REVIEW - 10
MINUTES
MEASURE AND ASSESS THE PROCESS
IMPROVE THE PROCESS
- eliminate or minimize nonvalue-adding steps
- develop and apply standards
- move inspection points forward
- eliminate the need for inspection points altogether
- chart and evaluate inputs and suppliers
- Shorten your part of a process (e.g., getting ready for work) by handing off certain tasks that could be done in parallel
