Metrics-Based Process Mapping

good morning welcome to metrics based process mapping this is our next to the last webinar in 2011 and I'm glad that you're all able to attend welcome to all those from across the globe I believe it's as early as 3:00 a.m. in Hong Kong and as late as 9:00 p.m. I forget which country this is it's 9 p.m. and everything in between so and actually that's for Friday 3 a.m. on Friday so welcome everyone and welcome to those of you in the u.s. we have 28 states represented on the webinar today which is very fun my name is Karen Martin we have quite a few new people on the webinar today so I'm going to go through a little more detailed instructions and a little more information than what we normally do so first of all how these webinars are structured is that we do content for an hour followed by a QA for half hour and I'll show you in just a moment here how you can ask questions if you didn't get the link that was on the reminder email there are two different forms of materials there are full slides what's one slide per page and there's a handout with two slides per page what I'd like to do right now for those of you that are familiar with the GoToWebinar technology and you've been on these before if you could just raise your hand please and let me know that you're hearing me okay excellent thank you always a bit of a mystery when you're the wizard behind the screen there so I'm going to go ahead and put everyone's hand down now thank you and what I have as far as announcements go I have a couple things to say about webinars first of all the series in December is going to end with a two-part webinar on a three problem solving or a three management it's a Tuesday Wednesday it'll be the same time 11:00 to 12:30 a.m. or 11:30 I'm sorry 11 o'clock a.m. to 12:30 p.m. Pacific time and then they'll be on two consecutive days because there's that much content and I don't think that most people like to stay on the phone too long and then if you would like to drop me an email I'm starting to plan the schedule for 2012 January February and March are slots that will be open for suggestions from April through about August I'm going to be doing a series of webinars that are related to my new book which is coming out in May from mcgraw-hill so those are already set and then as far as resources and tips those of you that aren't already subscribing to my newsletter it's the best way to find out the minute I've scheduled some webinars and I also have content each month with helpful tips and resources and that type of thing and then there's a variety of ways you can connect with me on social media the one thing I did want to mention is on for those of you who are new on vimeo.com which is a youtube competitor but they allow longer videos all of my recorded webinars are on there or each one that I've remembered to record or on there and there's a three-part metrics based process mapping series so if you like what you hear today and you want to share it with people in your company you can feel free feel free to go to Vimeo and see the three-part series that I have there and then the last thing I want to mention is when you leave the webinar if you'll click file and exit instead of just exiting out of your browser that will give you the survey at the end that I really pay very close attention to feedback on end suggestions so please do that if you're leaving early and I'll try to remind you again at the end in terms of listening there are two different ways to listen if you have a a mic and you'd like to ask direct if you'd like to ask questions directly I'd love to hear from you verbally instead of just in writing but if you're using speakers to hear obviously you have to have a mic to speak with me and if you're using a telephone then you want to make sure you use pound sign the audio pin that's on your control panel and pound sign so that we have full control of audio and I really would love for people to ask verbal questions today if at all possible I think that's fun and you're all muted just so you know I'm not able and no one else is able to hear any of the background noise that might be there two ways to ask questions as I mentioned I love to hear verbal questions so if you want to you can raise your hand as we get to that section and I'll unmute you and then you can ask verbally and everyone will be able to hear you that's often very helpful if I would need to ask follow-up questions or ask for clarification and then the other way is to just write your questions in the question box on your control panel and I'll take them in the that they come in as far as what we're going to cover today I want to spend a little bit of time on the key time and quality metrics that we use at both macro and micro levels when we're looking at office service and knowledge work settings and then the bulk of the webinar will be the step by step process to actually creating current and future state Maps now the current state map is the most important as far as the methodology for you to get down because you you sort of repeat that when you're doing the future state map so that'll be the bulk of the sessions phase will be focused on current state and then finally a little bit about how to use this map to document your new standard work once you've made improvements and use it to monitor process performance and also it's a very handy training tool for new hires when they come on so let's get it very clear from the beginning that there are you know range of ways that you look at processes in an organization and what we're talking about today metrics based process Maps are very different from value stream Maps and they're used for different purposes at different parts at different points in the improvement process so value stream Maps give a very high level a 30,000 foot view of a process that goes from order to delivery or request to receipt and so within a value stream you'll see that there are many different processes that make up a value stream and then with any given process you'll see that there are several steps you know there could be 20 30 40 steps sometimes that make up one process so we're looking at this process from different levels with value stream mapping it's critical because it's a strategic tool that you have heavy-heavy leadership involvement so you know this isn't a value stream mapping webinar I gave that last month but it is really important to make sure that you've got leadership seeing at a high level how work actually occurs in an organization today's webinar metrics based process mapping is very tactical so when you're doing metrics based process map then you're going to have extremely heavy frontline involvement or the people who actually do the work so here's an example of a fairly complicated a fairly large value stream I would call this kind of a mother value stream for repair operation and it actually has three different sections or loops within it there's the whole dispatch process when a customer needs help and they call in and say you know please send someone to help me there's repair itself which is the bulk of the value adding part of the service and then there's the billing piece on the end so in a value stream map one of the first things you'll notice you don't have to read the words in all these boxes just look at it visually and you'll see that there's a heavy information component who's telling whom to do what and what kinds of computer systems are being engaged with and then there's the material flow or the work flow or the actual doing of the task and who's doing that in what order and then there's a timeline at the bottom and this is a classic value stream mapping timeline in that it's a sawtooth there were different ways to draw timelines but this is a very classic value stream map so you see that we have it all the way from the customer asking for help the call center receives a call to the customer receiving repair work all the way through to the organization receiving the bill the cash for that service now let's take it down to a process level actually let me back up for a second one thing I want to mention also is that any one of these blocks could have many many many different steps at a micro level so if you did a very large process level map for this value stream it would be you know it could be 50 it could be a hundred post it so it's just making sure that you understand macro versus micro and the way you use these different things so this is a strategic level map and what we're moving now in is is to a tactical level map so traditional flowcharts are very useful they're very useful in looking at decision trees and helping articulate the way the process should work a lot of decision you know standard work around decision-making and how do you decide what step you do next but one of the things that you don't see in a flowchart is any means to determine how the process is actually performing we know how it should perform but we have no idea what the time should be what the quality of information should be we have no idea you know really the nuts and bolts of how we determine if this process is performing well so it's a great educational tool and it's a high value documentation task to do that but it's not really all that effective in making improvement now we got a little bit better back in I think the started in total quality management days the swimlane style maps where each swimlane represented one function so this happens to be a student registration process it excuse me and so each function has their own swimlane and anything that they do is appears in their swimline so this made it a little clearer to start seeing who does what and who's passing to whom but still no metrics so metrics based process mapping was a tool that my Koster Ling and I created when we were actually engaged with a client and we realized that while there was a standard work combination sheet being used in manufacturing to look at the nitty-gritty details of a process and and be able to analyze it very objectively there really wasn't such a tool in the office service and knowledge work arena so we created this in order to to find that tool we've been using it for probably about nine years now maybe eight and we find it to be highly highly effective on multiple levels which I'll talk about throughout today's webinar but basically it's a visual process analysis tool analysis tool that marries together the swimlane style so you've got a nice visual of how process work occurs and how the steps what the sequence of steps are but then in addition to that it has the same or similar time and quality metrics that you see in value stream maps so once you get it down you know how the time in metric the time and quality works on a value stream map is not all that difficult to then just translate that into the micro level the metrics of course will be at a micro level instead of a macro level but this visual also highlights the disconnects and ways that you've got and the delays in the process so that you can keep people focused once you get into the weeds it's very difficult to keep people focus on what really matters and it's easy to start spinning out into the well I think well I'm not sure well what about this and in it's easy to also get into looking at exceptions rather than the rule about how a process works so it really helps keep the team together and keeps you come on track and then finally the standard work piece of it once you've made the improvements it's a great way to document how work should actually occur so this is a very simple metric space process map and you'll see here again we've got the swimlanes with each function having their own little path that their steps go in and the post-its are lined up sequentially according to how the steps occur in the process and then here we've got two steps that are being done concurrently we call these parallel processes or parallel steps and that's that's how you at a large level that's how you arrange the post-its on em BPM so when do you use one of these things first of all in office service and knowledge work Kaizen events it is very often one of the current state analysis tools you use as you're going through the PDCA cycle the plan do check act cycle so plan the first thing that you do is get a very deep understanding of the current state we call it grasping the current state and so it's a highly effective tool now in the Kaizen events I facilitate I would say that about 70% of them I use metrics based process mapping and the other 30% are the types of improvements that really don't warrant don't need this kind of analytical tool so you you know want to make sure that you use it judiciously and you don't just assume that every Kaizen event should have an EM BPM m in the front end of it the other thing I want to mention is if you do use it in a Kaizen event it depending on how broad the scope is it can consume up to two days if you have a really you know complicated process and a lot of variation in it it can take a day or even a day in a few hours of the second day just to get the current state down and then the rest of that day to design the future state so you really need a four to five day Kaizen event to fit it in within the Kaizen event the advantage of doing it within the Kaizen event is the same people will do the mapping that are on the team you get great momentum you need that level of understanding as they move you know through the PDCA cycle in a Kaizen event so the only exception I make to not doing it in a Kaizen event is if we're able to get the exact same team and we do it very close in timing to the Kaizen event so no more than a week before the Kaizen event it needs to be done very quick - when you're going to be doing the work that's not true with value stream mapping but with metrics based process mapping it's so tactical and in the weeds you need to have a very short gap in time between doing it and then needing to use it now you can use it as a standalone improvement tool for any kind of improvement activity whether it's a big project whether it's part of an a3 or whether it's just an ad hoc you know let's just figure out what's really going on here and where's the waste and how can we do this better so if you're going to do it not part of a Kaizen event a couple things that you need to think about is that you need to have a very skilled and an objective facilitator so you it's best to have someone who has what I call no skin in the game is someone who can just facilitate and not get married to the results or married to we should do it this way versus that way that objectivity helps tremendously the other thing is is that the scoping at this micro level becomes even more critical than when you're in a macro level because once you get down to the micro level there tends to be a fair amount of variation and one thing that you want to think about is select your scope based on the current state not the future state and what I mean by that is narrow it in very tightly into the current state so you can get a current same map complete because if everyone if if the facilitator is asking the question and then what happens and the answer is always well it depends imagine how long it would take you to get through the current state so what you want to do is narrow your focus very very tightly so you minimize the it depends answers and you're able to get something down with you with relevant metrics and you're then design the future state from there the future state once you get to that the goal is to look at future state design decisions that will apply across a much broader set of conditions so don't get panicky about narrowing it in too tightly on the current state because it will give you a chance in the future state to look at it more broadly and apply those changes broadly the other thing I want to mention is that there are no decision trees in the emetic space process map and there are no loop backs in the traditional sense where you actually draw an arrow back to a step what you do because it's a time line you have a ticking clock that you're imagining you linearize the loop backs so if it goes from person 1 to person 2 and then person to us to send it back to person 1 rather than drawing an arrow backwards to the left you put person 1 again so you have person 1 person 2 person 1 and then so forth so you linearize any of the loop back so that you can deal with the timeline the other thing is is that the cross-functional team that the the rules around that they're similar to value stream mapping rules apply here only we're talking about the people who actually do the work and not leadership over areas no more than ten once you get more than ten you get way too many cooks in the kitchen and too many opinions and it just slows down your process quite a bit and so about 30 to 50 percent of your team should be the people who actually do the work that you're looking at and then the rest of the team should be the upstream suppliers to that and I mean internal suppliers but it could be external suppliers and the downstream customers to that piece of the process you're looking at and again this is usually internal customers but it could be external and then it's very helpful I have found almost always now I have at least an IT person on the team as a subject matter expert one of the reasons is that there's often some discovery in the current state that the IT capabilities that are already in place aren't being fully utilized and having someone that knows what the capabilities are can leap the team ahead on a future State the the reason to have them on the team isn't because the future States going to necessarily have IT solutions in because we do operate from a creativity before capital perspective but it's helpful for them to understand how the IT system is relating to you know the the process it's also a tremendous bonding activity to get IT with operations together and IT seeing what the struggles are of operations and operations understanding the constraints of IT it ends up being a really nice you know a lot of times there's a little bit of rift between operations IT and and that gets minimized when you have teams working together and then finally outside eyes someone with absolutely no experience with the process is helpful if you've got an extra seat available on the team and then the other thing just a quick logistics you do need to be making swimlanes on paper I prefer a 36 inch wide paper there is a PDF available on my website if you want to get a pre-printed PDF and it depends on what's which kind of plotter printer you're using on how to set it up and I am NOT a technical person in that regard so you'd have to figure out with your IT people how to set it up to run it off your particular plotter that you've got the other thing you can do if you don't want to print off on a plotter printer you don't have one available is you can use a chalk line just go to a you know Home Depot or a hardware store and buy a chalk line it's used for construction and snap it onto the paper and get a quick line that way or you can manually draw them so depending on how many Maps you're making and how long they are that manual drawing can take a while just a quick note on supplies that you need you know the main things are of course post-its and and markers but you also need to have you know scissors and tape to hang your paper and calculators so that you can add up the metrics at the end step one what you do once you have your paper lined and hanging on the wall and you have your team assembled so this is a team-based activity you just label it and I recommend you put the process name and what you're including or excluding in terms of your scoping what kinds of conditions are you mapping this list of conditions may get longer as you map and as you hear it pens you might want to say well what is it about 80% of the time and though answer and then you'll add that to your set of conditions so that you'll know for example let's take a card manufacturer we know that we're looking we're looking at everyday cards not holidays we're looking at cards that have two additional processes not three four or five we're looking at cards that do not have music looking at cards that only are produced in the Santa Fe New Mexico facility you know those kinds of things are what you use to narrow it in then the next thing you do is you have your fence posts you've already designed defined up front your first and last step so you look at who are the people that touch it within those fence posts or that first last step and you list the functions on the left side of your map then it's time to do the heavy lifting and that's taking and looking at every step in the process and documenting them on three by 6-inch post-its and pasting them placing them sequentially on your map so if you are wondering what exactly you include in a post-it what I would say is you don't put things that are super minor like I open an email that's way too minor but you put things on it where there's definitely time it's taken up and there's also possibility of a quality problem with with information either not enough information or not the right information at the right time and those kinds of things so don't get too micro but make sure you're drilling it down pretty closely to the front lines another quick thing is when you're documenting the activity you want to use a verb noun format so instead of order entry it would be enter order always starting with a verb keeps it very action-oriented it actually is a little trick a little psychological trick to keep people from getting too married up to the task the people who do the work it's just starting it with that action and keeping it very action focused the other thing is is that when the facilitator asks the question and then what happens people can go on for quite some time about then what happens and what the facilitators job is is to take all of that and just pull it down into as few words as possible and still keeping it clear so you may have someone give you three sentences and you're just stealing it down to five words and that's the job of a facilitator it would include the function as well just in case the post-its fall off the map and or if you start moving them around and you want to remember where they were and then you also want to make sure that everyone is being the thing as I call it so as we are one of the things that's difficult in the office service and knowledge work is that we don't necessarily have a physical item going through an assembly line and but yet you still have work being passed from person to person you may not be able to see it but there is a thing as I call it that's being passed it could be a conversation it could be an email it could be a telephone call it could be a piece of paper it could be electronic file it could be drawings it could be a report but whatever it is you want it as your mapping you want to be that thing and look at the process through the things perspective every step of the way so the at this point the post-its would be pretty simple on your map it would just contain the task and then who is the functional person that does that I recommend you don't use names actual first name last name but rather what function they hold in the organization again a little bit of a psychological preparation so that people don't get too married to the work that they're currently doing then after and only after you've done that for the entire process do you label mmm sorry number your post-its and the reason why is it it's very common that people miss steps the first time through the process and as you go back through it and you're starting to number it then people say oh wait we missed one there we missed one there and so you want to wait until you have a stable map to number them so your map doesn't get too messy also you'll notice down here says 8a and 8b for parallel processes you use the same number if they're in the same vertical plane but you just add ABCD etc so that you can keep track of what goes in what order if you move them around the next thing is that's the first pass of the map so you go through the entire map once and just get the task down so you can feel a sense of completion people can start seeing the process and then I recommend you do that this way then go back and add the details with metrics and any of the kind of constraints that's preventing flow rather than trying to do every single post at the entire thing together I really recommend this I've tried it both ways a lot and it works phenomenally better to do just the tasks first and then go back and do the step specific information so let's go through each one of these you know basically in the middle here you'll have a lot of space to put anything that's not being captured in the metrics on what's holding up work so it could be shared resources it could be system downtime batching etc but you have some space to document that and then in the lower left-hand corner we put our quality metric which I'm going to introduce in a minute percent complete and accurate and in the lower-right process time and lead time the next thing is is oh so let me actually mention what process time and lead time is so process time is sometimes referred to as touch time work time in manufacturing is often referred to a cycle time but it's the actual time it takes to complete the task so it includes three different kinds of tasks it's doing where it's obvious you're doing something it's also talking about that specifically and only that specifically it's also thinking there's a lot of analysis in the knowledge work world where you're thinking through before you do anything with a task and so all of that time together is the process time and we look at it as though the person could work uninterrupted even if that's wildly unrealistic you think of the process time if they can work uninterrupted how much would it take you're asking people these questions because we aren't going to stop and do time motion studies you're asking them to think back over the last week or month or a quarter and think about how long it takes them overall to do that work and I'll explain what you do if it's a long range in a moment the process time is different from lead time so here we mean the throughput time or the turnaround time or the elapsed time so it does include all the waiting or interruptions that may be in the middle of doing the work so it's from the time the person or the work group or department gets the work and it's available until it's been complete and passed on so just complete if it's it's in in a batch doesn't count that's not the end of the clock you want to do it when it's passed on to the next person or department or a work group in the chain and the lead time includes process time so here's a visual to take a look at it the lead time would be all the way from work received to work being passed on process time there might have been a delay before the person could start work because they were doing something else use a lot of juggling of you know different tasks and responsibilities then they do the work and they complete it but then it may wait maybe they have to walk it across the you know the office and they're waiting until they've got a couple of them before they walk it across or whatever um we're assuming in this case that there's no delays they just do the work you can also have delays in the middle of that process time so lead time is the total time it includes the process time now let's look at quality so in manufacturing there's a metric that they've used called first pass yield and in the office service and knowledge work world we refer to it as percent complete and accurate and this metric was developed by boki and Dru Locker and when they wrote their book the complete lean enterprise I love this I find that this is the most powerful metric you can ever use in the office service and knowledge work world so when it's asking people to determine is when they get incoming work whether it's an email a phone call a document a report whatever it is what percent of the time can they do whatever they're supposed to do with that work without having to do rework and we define rework as three different kinds of rework correcting the information that was supplied or the material adding information that should have been there or clarifying information that could have or should have been clear this metric seriously it is the powerful thing you can ever use in the office service and knowledge work world when you start having conversations with people their upstream suppliers and downstream customers to work and you start having these revelations about well I have to correct that 50% of the time and the upstream supplier will often gasp and say I didn't know that and well what do you need and they start having conversations and you start arrabal the document standard work that improves tremendously the productivity of the people in the process and also the quality of the end product which is a you know some of the quality on some a product of the quality within the processes themselves this output metric is measured by the person who receives the work so if person one passes to person to person two says what percentage of the time they can do their work without having to correct add or clarify call it cakung and the metric is put on person ones post it I'll show that in a minute so it's the output posted whoever does the output that's where the quality metric goes because it's their quality that we're measuring the person downstream is merely the one who determines was it what it is based on their experience if people weigh far downstream are also getting work that they see errors in it may be that it doesn't belong on the most immediate person that gave them work it may belong way upstream to someone up there and in that case you you multiply those two numbers together to get the total quality for that particular step so the questions that the facilitator asks to get the team rolling have to be pretty high quality and the facilitator needs to understand these metrics very well and it's not necessarily like an investigation where you are you know questioning the jury but you do want to sometimes at the beginning ask questions a couple different ways to make sure the person understands which time we're talking about between process time and lead time and what exactly we mean by quality the other thing is is that if you have a very detailed process it's okay to chunk your metrics together so in other words it may be impossible to in a 4-hour turnaround a lead time what is let's say you have five post-its there and you know that from post-it one to five it's a four hour period it may be very difficult to say which part of it's 45 minutes and 15 and two hours you know it may be just too difficult to do that and it's not relevant you can just say that that whole chunk is four hours same with process time now what do you do if they say well it depends well sometimes you need to narrow your scope and that's that's what you need to do and then sometimes you need to just use the median of that range and not the mean the median so you get a much truer reflection of what the range is really about and then the other thing you can do is indicate the variation on the post-it but just use the median for the time line so the reason why you can't have a range on a post-it that is the only thing you have is because the time line can't deal with the range where you could actually have two time lines where you do incorporate a range but it means that you have two time lines the other thing I wanted to mention is zero percent is not at all rare in the office service and knowledge work world it's it's you know kind of shocking how many times you'll be mapping a process and someone will say well none of the time do i none of the time do I not have to call and clarify and that's very valuable information and you know just you probably are already thinking this but you have to set as a facilitator a very safe environment so there's not a blame kind of environment going on this is really very much in a curiosity exercise it is what it is it doesn't matter why we're just getting the information not personal just the facts all right the other thing is is that you're going to have to continually remember that remind the team to mount the 80% rule not the exception so people tend to their minds tend to go to where they feel pain and oftentimes it's the exceptions that are most painful so you have to make sure as a facilitator that you're getting them to give you the metrics for you know 70 or 80 percent of the time and not those weird outliers that are rare um the other thing is is that it is really critical one you get about I'd say five or six steps down the map to look at the conditions that you've currently outlined and just do a check with the team and make sure that when they're giving you the numbers that the numbers are giving you or for that set of conditions so if you've got work that goes from very very simple to very very complex you as a team will need to decide are we doing the complex version are we doing the simple version for those of you that are on the line in health care sometimes it makes sense to actually have a model physician for example if you're using a process where there are eight different physicians and the time and the quality is all over the map because eight Doc's do it eight different ways you can actually pick a median doc and follow his or her time through the whole process just again to get something down so you can start looking at what your current state really looks like now once you get to that part of the current state we've completed five steps in the map now we're moving into what I consider to be more of the analytical phase and it's it's the bridge between the current state you're starting to tiptoe into the future state so let's look at what we do next once this map is complete then you take a brightly colored marker I actually use bright red a lot because I use yellow post-its a lot and I actually make a physical line on the map that follows along the timeline critical path and the reason why this is so important is when you have parallel steps like you see right here you have to pick which one of those post-its is going to come down to the timeline the way you pick is you choose the longest lead time unless it's considered to be what we call a dead end step or dead end activity so a dead end activity back in the old days before we had computers where things would just accumulate for months and months sometimes before they were filed and so that would be a perfect example of a dead end step where the the stuff sits there for three months but it you don't want to show three months on your timeline because the product going through it isn't waiting three months in tour it reaches the customer so look at all of your parallel steps pick the longest one determine if it's a tie a dead end step if it a dead-end step then go to the next longest and continue on until you take the longest one that's not a dead end activity and you bring that down the time line you bring and I don't mean physically bring you mentally bring down that lead times your time line and you bring the process time for that post-it with it so you don't take the longest lead time of one post and the longest process time of another post it and bring it down the time line you pick one post it and then you bring its metrics down to the time line here's why this is so critical and why the visual of a brightly colored marker makes sense this is an example of a really wild process i facilitated a few years ago and it actually is three times the length of what you're seeing right here you see the functions along the side here and it went it was a gigantic room that we use it took about four days to get this done um but it was very critical and we couldn't we couldn't really chunk it into pieces for a reason I I won't go into all the details there but it really was a nasty nasty process and so you want to have that visual of where is our critical timeline path that we're bringing down just to make it easier to get your timeline created so the way I do a timeline on an MV p.m. is I don't do the sawtooth inversion or anything like that that you see on value stream maps often I just do a line put the process time on the top lead time on the bottom make sure you note your units of measure either at the beginning of the timeline or you can do it every one that you want to make sure people are very clear on what we're talking about some facilitators convert into the same units of measure because you're going to need to do that eventually right as they're creating the timeline and some facilitators do it this way where you have one or maybe even two units of measure different I do it this way because I'm trying to make a psychological point again I do a lot around psychology and one of the things that you see is if you have twenty minutes and four hours people are able to wrap their mind around that much more easily than if you either converted hours to minutes or minutes to hours it start the numbers become less meaningful easy to grasp when you get either very very high numbers or very very low numbers the other thing is is that I have minutes and hours to keep driving that point home that we don't have flow if we had flow these numbers would be exactly the same and so I use minutes and hours or hours and days or days and months whatever works for the process and have one unit of measure different so here's another visual just to make sure you understand that you do bring down the longest lead time to the timeline and it's process time unless it's a dead end step so in this case we've got a lead time of eight hours to close a file in the system and then we've got a lead time of four hours to sign a Pio and then pass it on into the contract signing step so in this case you'd bring the four hours down not the eight even though the eight is longer so during the QA let me know if you have any questions on that alright then we're ready to do some calculations for what we see over the whole process and we have three different things that were going to look at that are time related the total of the process time that's on your timeline the total of the lead time on the timeline and then the percent activity or sometimes called activity ratio which is the process time sum divided by the lead time sometimes 100 so again if you had true flow that number would be a hundred percent right but in the office service and knowledge work world guess what it very often is before any improvements been made five percent or less very often sometimes in a patient environment or in a service environment that's a restaurant or any kind of you know where you're delivering a service you'll see it get around 30 40 maybe even 50 percent but that's rare and it certainly doesn't happen with most office processes then excuse me the next thing is the rolled first pass yield what you do with that is you multiply all of the percent CAS that are in that lower left-hand corner of the post-its you multiply them together to get the collective quality throughout the whole process and what you want to do in that case is you include all the post-its not just the critical path that critical path is only there for the time elements process time and lead then finally you want to look at collectively how much effort is is taking for our staff to do this process so it's not about a staffing it's not even getting as close to staffing or you know thinking about ever letting people go or anything like that it's just to look at the collective effort for the current state because you want to see that effort go down and you want to do other things with people that are higher value to the customer that you know get people from working ridiculous hours that get people in freed up so that they can engage in improvement efforts all kinds of things that you want to do to free capacity so you've got people doing more meaningful work in the way you calculate that is you take your total process time now of all the activities not just the timeline and it could be a significantly different number if you've got a lot of parallel activities going on and then you take so FTE for those of you who may not be familiar with this it's a term stands for full time equivalent it's used very often to look at staffing and budgeting for employees so to half time people would be one FTE so in order to calculate that you take the total process time in hours for your whole process that you've mapped multiply it times the number of times per year that process is done and then you divide it by the available work hours for each employee per year that they are able to work that process so the way you calculate the available work hours is you take the number of full-time hours which is usually 2080 hours per year some companies work a 35 workweek instead of a 40-hour workweek but it's usually 2080 hours per year and you subtract out paid holidays vacation and sick time some organizations get really you know kind of anal about this and they want to include every possible time that someone's not available to do that process so they take out training they take out meetings but you know I just think that this is a directional metric it's not one that we have to get perfect on because we're not staffing according to this we just want to get a baseline so that we can measure our success when we get a future State in in place and so it's the difference between the current state and the future state that's relevant not the actual number as much so as long as you're directionally correct and you've got accuracy you don't necessarily need to go for precision so we'll just say that this is a you know the results for the current state for a process that we're mapping and you'll see I like to very clearly put current state right next to the projected future state to show how much improvement we're making so this is the first part of this report tool that you'll see coming up from future state in just a moment so the next bridge step after we got our timeline done and we're starting to really get a sense of this overall process and how its performing is to look at each individual step and decide is it value adding or is it non value-adding and if it's non value-adding is it necessary or non unnecessary or essential or non-essential so what you do is you take smaller post-its and label them with a VA for value adding or an N for necessary I happen to use VA I usually use the bright green for VA because value-adding usually people are willing to pay for that and I use yellow for n and then everything that's unlabeled represents waste and so theoretically anything that's waste has to go so just as a refresher or for some of you that are new let's talk about value adding and non value-adding so value adding is any activity that the external customer now we're talking about the people who use the service or buy the good that you provide the external customer what do they value and would be willing to pay for if they knew the incremental cost of that activity so if you're in a peer review phase do your customers care about how you process POS within your organization probably not so that might not be a value adding task so then we look at well of the non value-adding there are things that we've got to do to be successful as a business there are all kinds of support processes like having HR departments and IT departments there are steps we have to do to meet regulations all all those things that we need to do in order to be a fully functioning and healthy organization everything else is what we're going to focus on which is waste so just a quick thing here I have a different philosophy than some people when I'm working with teams I'm very candid if there's an entire department in the organization that's non value-adding we talk about it but we don't talk about it as though they don't provide any value to the organization it's just through the external customers eyes they are not providing value what we want to do is get the organization so that there's as much going on internally that does indeed provide value to external customers as possible so it really is a helpful conversation to have and if you do it in the right way people don't feel bad you don't have HR people saying well gosh I knew I don't want any value you know you get them to understand they add a ton of value internally it's just that the external customer doesn't doesn't value that that's my approach some facilitators shy away from that whole conversation so you can pick it based on your culture now of all the unnecessary non value-adding we look at eight different categories of waste most of you are very familiar with these seven that Toyota uses and then the eighth one we've added here in the US for underutilized people which is probably pretty true across the globe it's probably not just a u.s. thing I think it did start here though and I'm not going to take the time to go through all these but that's what you're now starting to look at as you're evaluating each one of those post-its and deciding whether you labeled a VA and n where it stays unlabeled so once you have your small post-its on there you will probably have far more unlabeled post-its then you have posters with a VA or an N on them and that's where you start looking at the rich fodder that you've got to design a future state so what I do is especially if it's a very big process with lots of post-its on the wall is I take another brightly colored marker usually a different color than what I've used for the critical path so if I used red for the critical path I might use blue here or something like that and I just go through and quickly circle what I call the offensive Metrix my offensive metrics I mean very long process times where there's a very manual process that could be automated very easily very long lead times like lots of delays in the process very low percent complete and accurate any of those you know metrics a circle so that when we're looking at this big process we've got so many opportunities here we hone in first on those big problem areas and get at least some work done there so here's an example of a of a looking at the activity ratio we haven't calculated it formally but that's what this is is we see fifteen minutes of doing that it takes four hours from the time works available until it gets passed on to complete it so the question is well why and why not in a judgment way why in a curiosity way excuse me all right so what you'll find in the typical current state is that you'll have these gigantic sections of if you look at a time line of blue where there's no work being done whatsoever to the work coming through the process the people are busy but the work itself is sitting idle and we want to be able to visually see what we're talking about here and imagine the ability to shrink this line down so that all we have are green and yellow segments showing our you know our value adding and necessary non value-adding so rework isn't value adding its it's actually quite a waste but you want to make sure that you're able to visually look at those numbers on a wall and start visually seeing what are we talking about here and how can we start getting rid of some of these unlabeled post-its so that we can get a future state that starts getting much more flow ished so our goals are to reduce the overall time and to improve the quality and then what we want to do at this stage of metrics based process mapping is very often you need to do root cause analysis so I'm not going to go into that because it that would take another 30 minutes but it's really important that you look at your current state and decide at that point do you need it or do you not and most the time you will and then the other thing is is that just as a a you know a little technical tip I if I think that the future state is going to have a whole lot of changes I'll start with a very clean piece of paper and start all over again if I think it's going to have if it's within a Kaizen event and we only have two days to make changes it's going to be a quick modification then I'll mark up the current state map and create the future state right on the current state map so you can do whichever you'd like and then the other thing to think about is if you give the people that are on the team a list of the possibilities this is not saying what should be done but this is what can be done and help them understand a little bit more about the mechanics of implementing any of these improvements then that I think helps them kind of jumpstart their future state design and then here's a more specific example of how you could give them a list and say well you know think about the possibility of other steps we can eliminate other steps that can be combined can we move from a serial process to a parallel process so we shorten our lead time you in and so forth you just go through this list and help them get ideas of what's possible especially if they're new to process improvement then once you have recalculated all of those summary metrics we're now looking at one additional measurement which is the free capacity where we take the current state FTEs and subtract out what we see them being in the future and this may be a wildly large number or it may be a very small number depending on the scope of what you're mapping so here's an example of where the collective labor and I mean collective across all the departments everyone who touches this in this case is 1.7 FTEs and then and this is to do one one thing going through the process and in order to make our changes we've now reduced it down to 1.4 FTEs so that's 18 percent improvement and what we see is that we are freeing up the equivalent of 0.3 FTEs now again these are not this is not about peak leaving or you know there's nothing around workforce staffing about this calculation this is about looking at how we're making things more efficient we're improving productivity and so think about it 600 hours if you have 1200 of these things per year going through the process 600 hours is equivalent to 15 weeks of work so you're freeing up the equivalent of 15 weeks of a person's time that could be used in a more productive value adding kind of way and that's what you're trying to show leadership this isn't just about budget this is about freeing capacity for the people we're already paying so that they can be moved into more more value adding they can do more value adding work all right now the pace prioritization grid what this is is that if you're using a brainstorming session to come up with the kinds of things that could make the future state a better process you would number all the suggestions that you got you may want to eliminate a couple before you number them but you would number them and then this grid allows you to place them according to how easy they'd be to implement and how high the benefit would be so especially in a Kaizen event when you've got such a small amount of time you have to choose very wisely on what you're implementing but it also applies to larger projects as well and so it might be that you know you have this series a very small items you know 1 4 5 8 9 10 13 22 and 23 those items on the brainstorm list are going to be implemented within the Kaizen event and then what I recommend you do is once everything is implemented and stabilized and you've tweaked further if it needs to be but you've got a pretty stable process then you have to go back and reconsider these other ones because sometimes the something that seem very difficult becomes easier once you've made a change to the process and sometimes something that seemed really important you know up in here in the action category may actually become less important and it would drop down to the eliminate area so once you change your set point definitely go back and reprioritize so you can take a take into consideration your new current state reality so then what I do with map whether it's done within a Kaizen event or not is put some sort of a this is a very simple Gantt like chart that shows when we're going to do each of the improvements that need to be made um I don't really recommend that you get in a lot of detail if you're doing it within a Kaizen event because you'll spend time creating the plan instead of doing but if you're using metrics based process mapping or even value stream mapping outside of a Kaizen event then it would be very helpful to do some sort of a plan and prioritize that way so now let's think about this we've got this big old you know thirty-six inch wide or sometimes three stacked high of 36 inch wide pieces of paper on a wall and we could have it be in eight-foot lengths or it could be in 20 30 40 lengths foot lengths what do we do with it so you know the lean rule is that once you've done something you don't want to do it again so documentation electronically is pure we rework and we need to view it that way and be very judicious on whether we're going to document the map electronically or not that said in today's global environment it's very handy to be able to distribute the maps you know to remote locations and taking photos of something like that makes it very difficult for anyone to see the process and then the other thing is is that when you're training new hires and monitoring processes to have it documented electronically makes a lot of sense it just is a much easier way to go around go about training it's also a handy tool to show to leadership so you can communicate your effectiveness as a team or a facilitator on making improvement so Mike ah sterling and I created an Excel tool because clients were asking us for it that is commercially available and if you want to take a look at the how it works there's a PowerPoint presentation recorded on vimeo.com on my channel that has the demo and if you want to fast-forward to eight minutes I have a bit of a preview beforehand but you're hearing the preview right now about how to create a manual map if you want to fast forward to eight minutes that's about when the tool demo starts so choose wisely you may not want to do this it is extra work but this is what it looks like more or less when it's done the blue signifies the critical path so it's color-coded blue and it has a time line along the bottom and then it has a summary report sheet that shows the current state against the projected future state and what the projected improvement is now again this is all projected until you get it implemented and you've measured it and it's stabilized and it's color-coded to show if you're going in the right direction or not and then it also allows the user to add some metrics of their own so it's not just the standard time and quality metrics and it auto calculates everything so this is a summary just if you want to you know come back to the material at all in your training people in your organization this is a summary of the ten steps to create a current future state map first five steps are the two phases that you go through to document the processes and then add the metrics and then we get into those bridge steps and create the timeline and then all the way down to where we have now our final timeline now before we take questions I want to just mention a couple things this is a really fast you know overview of metrics based process mapping I often do full day's and sometimes even two days workshops just on this mapping and we do a simulated map where we work with the company's real process so if you want to go back and read and detail about it there's an archives event planner chapter 12 is all about manually creating metrics based process Maps and then on Vimeo in addition to the demo that I mentioned there's actually a three part metric space process mapping series you can look at and then the Excel tool of course is available the other thing is is that I do a fair number of on-site workshops for companies that want to teach a larger group of people how to do this process mapping I also will sometimes work with their process and actually facilitate it to teach both the mapping technique and get results at the same time and then coming up in 2012 so far I've got three workshops that are public workshops that are scheduled that will include metric space mouthing now in those workshops I will share with you they're all full day workshops but metrics based process mapping is only about two hours of that day so it's not like the whole day is on metrics based process mapping so let's look at what we were going to learn and see if we did learn it we were going to talk about the key time and quality metrics that are important for measuring processes and monitoring them in the office service and knowledge work environment I think we covered that the step by step process again it was quick but that is the step by step process for creating them and then how to use that to not only serve as a documentation vehicle but also to monitor process performance so one quick thing on monitoring once you get the map done let's say you're now a month into the new process what you're going to do to see how it's working is you'll usually get more measurement in place as you're making improvements let's just say for example you don't have anything in place where it's an easy measurement then what you're going to do is go back and get your data the same way you got it the first time and interview people and ask what how much time is taking now and again you know a lot of people especially if you're really scientifically based if you come from Six Sigma roots they'll get really uncomfortable with this more subjective measurement but again while we're trying to do is look at a macro level from a metrics perspective and make sure that what we've done is paying off and it's you can do time motion studies but in the lean world they aren't always done unless you really need it from a staffing perspective so that's the way the way we view metrics it's directionally correct is is good enough there's my contact information if you'd like to give me a call or email me afterwards and then of course there's all the ways that I mentioned in the beginning that you can connect with me so let's go ahead and move to Q&A and I see where there's one question already why don't we go ahead and take more questions so question is I've heard transactional used for some business processes what does this mean yeah that actually is a really common word and it usually means transaction is usually a exchange of information or paper so you're you're making a trend so you think about when you're making a transaction a store you're handing the money and they're giving you a product transactional processes are very tactical you know we pass this one thing down the process so transactional is basically information or paper being passed through the process I hope that answers you Tony I see two hands up you know what I'm going to do is I'm going to put the hands down and then that way if you want to ask a question verbally I'll know that it's a new hand coming up so I am ready for questions when you are and maybe what you could do is if you're typing questions maybe raise your hand just very quickly and then put it back down again so that I can see that there are things coming in okay all right so I'm going to go ahead and take the next question that came in um could you please review slide 33 the time aspect sure let me go back to that let's see 33 okay well sorry there we go so in this case this is a visual showing that we've got two post-its that are parallel steps so as someone is closing the file someone else is signing the PIO and the process is continuing so when it comes time to create your timeline you need to figure out which one of all those parallel steps or those concurrent activities is going to come down to your timeline so the rule is you use the longest lead time unless it's a dead end step and so in this case if it we use the longest lead time we'd bring eight hours down but because this file closing doesn't propel the process forward there's nothing there's no output that comes from that that step that then gets passed to anyone else it's a dead end it's that part of the process stops at that point so we don't want to include that because eight hours will extend our timeline over this one over four hours by another four hours and it will be it'll be false it's not really extending the time line because it's not passing information back into the process that gets passed on does that make sense I hope so we take the next longest that's not a dead end step and then we bring that down to the time line so let me know if you would like any more clarification on that okay other questions let me ask a question for those of you that are on how many of you have actually used metrics based process mapping if you would raise your hand please so one two three four five so five of you okay so it's six so it's nice if you those of you who've used it you know since you're more polished with it and seasoned with it you you may want to ask any questions that are a little more advanced since you've been using it and those of you that haven't ever used it before please feel free as well okay next question how do you handle decision points in the process yeah so this gets back down to scoping and and selecting a set of conditions so let's say that somebody receives a electronic copy of a report and if it's if their decision after they reviewed it is that it goes one way versus another when you're mapping you're going to have to pick which way you're mapping you can't met both unless you want have two separate maps and so the way that I always ask the team is okay what percentage of the time does it go this way versus that way and then I ask them which we are which way is the more painful of the two and if it's painful and higher volume there's no decision you just go with the higher volume path and you map that if the higher volume is the least painful and the lower volume is the most painful then you have to evaluate well what the time isn't that painful is that one percent or is it sneaking up there toward 20% and how painful is if it's significantly painful then I might choose to map the 20% just because it's a very very painful clunky part of the process so you you do every step of the road pick which path you're going to take and then I add that to the list of conditions so that when people are looking at the map they know that that map represents this situation does that make sense so let me know if that answered your question Jonathan okay next question Gretta could you be more specific about instances in which a metrics based process map is not used yeah sure that's a really good question so one thing would be if people want to just improve quality and it's not something where there's a process that needs to be improved so for example I was working with engineering team and they had this three-ring binder that has all a hard copy of all the different engineering change notices and all the drawing iterations for a specific project and it was required that it be a three-ring binder it was a civil you know government municipality kind of rule and so they had to have this but what was happening was they couldn't ever find the material they needed in it because it was every every binder was different depending on who touched it so the improvement activity was just around standardizing what goes in the binders in what order does it go in the binders house Minor divided what are the visuals on it all of that so in that case it really wasn't about the steps in the process it was really about just deciding the quality of what was going to go into that binder and in what form it's going to be let's see let me give you another one that so that's one example so quality if quality is what you're going for oftentimes you don't need it um so my last two Kaizen events I have used it um oh okay well let's say that our improvement is around some kind of physical issue so the binder was physical so another she might be that you've got work teams that are having to walk too far to each other you're going to do some organizational rearrangement uh you wouldn't need a map for that hmm having a hard time thinking of great examples right now but I think if you if you're putting together some kind of a charter to define what it is it needs to be improved it will start being pretty clear upfront if it's step one step two step three step four if that's what you're seeking to improve that's a pretty good indicator that you'll need a metric space process map for that so I hope that helps okay next question can you address how you handle some of the storming issues when they're that arise particularly when someone reacts defensively to revealed barriers and wastes yeah good question so storming is actually I think a very good thing so first of all I encourage storming I ask the team to feel comfortable with storming upfront and then how you handle it as a facilitator when it occurs we'll make a break whether people continue to storm or whether you shut them down so you know one of the things is by explaining upfront that this is a non-judgmental environment you're safe in this room it's about really understanding the current state as it exists not what it should be not what we would like it to be what it is so that's the first thing the second thing is that if it comes to the future state and someone's getting very defensive about a change then I go back to the metrics which is what's so powerful about using the metrics and say yes but here we you know we see that da da da da and so we've got to do something in order to get better flow around here you know around this part of the process so what would you recommend and you keep going back to the metrics and also keep going back to the objective for the improvement to begin with so if you're doing a Kaizen event and if you've used a condom at charter like we use then you can go back to what the measurable objectives are for success and say but we have this is what we're this is what we need to target so how are we going to do that and it starts D personalizing some of that resistance that you get and then the other thing is is that if the minute to anybody on the team starts doing any finger-pointing you have to just nip it quickly because if you don't nip it then people will see that you're saying that it's non-adversarial and no blame but yet you're allowing blame and so you have to be very you have to have a lot of integrity as a facilitator to make sure that your words and your actions align um now here's another thing I'm going to add one more things so quality tends to be the one that where you get more reaction than the time and and the rate the way that you work through the time issues is that you say look everyone is juggling a lot so it's again it's not the work mm sorry it's not the person that's sitting around it's the work that's sitting around and that usually gets people pretty comfortable on the quality thing what happens a fair amount is that when someone states what percent of the incoming work they get there has to be reworked by either correcting adding or clarifying whoever supply it to them will feel really bad and as a facilitator you have to get really good at reading body language and you have to really pay attention to that so as I see a low metric coming out of someone's mouth I'm immediately concerned with and looking at and feeling what the person who supplied that is going through so that I can quickly address it and say look you know what if you're providing poor quality as she defines it it's probably because you two have never talked in maybe she's never shared with you what her requirements are and so now in this in this event we're going to finally have a chance to have that conversation and design the work and standardize it so that you don't have the situation ongoing and so one more thing I want to point out here is that on the quality metric very often enforce any kind of friction between individuals or departments this is what it's about it's about people receiving work and either rolling their eyes or sighing or any number of things because they're not getting work in its proper form and yet there hasn't really been the venue and the facilitated environment to to allow that to be discovered and then to finally resolve it so Oh oftentimes people will feel really bad about the quality and excuse me and it's actually uh if you're facilitating it in a very positive helpful it is what it is environment it's pretty easy to work through it and and it's not usually the person's fault quote-unquote that's delivering the bad quality into the process it's the process the lack of design the process itself so that's another thing I say for I say it probably 20 times in a Kaizen event it's not the people it's the process so Jonathan let me know if you want anything more on that one okay jumping ahead how do you capture the wait times um so wait wait times are within the lead time so it would be captured within that metrics so let's say that work arrives in a department two p.m. and it doesn't get done until noon the next day now let's just say it only takes some five minutes to do the actual work then our lead time is going to be you know from what did I say two p.m. I think I said from two to noon and I use business hours for office related processes not clock hours so it would be two to five so it's three hours and then say 8:00 to noon for so seven hour lead time and then five minute process time within that so that right there shows you that the work is waiting so I'm not sure actually Jan if you could let me know if that's what you meant by waiting um that that would be how you capture it's in the lead time so let me know if you want a little more clarification on that okay so now back to Janet another one do you identify the problems just based on the data or do you also capture open problems around things like no standard work poor 5s etc yeah so once the data is there the data is only there to point you to what the truth is about the current state so then the root cause for what the truth is has to be explored and in the you know like no standard work you don't have to do root cause analysis to see that that's a problem that you've got eight people doing the process eight different ways and so you would definitely you probably even know going into a process like that that creating standard work is an objective or goal that of that improvement activity so that would already be a stated goal but it may be that people don't understand the significance and the degree to which not having standard work is in fact creating problems and then all the people on the team will be very clear about that by the time you get through the current state because all its you know it I think this is important to say it's not the map that matters it's the conversations that the map enables it's it's really getting everyone to see the truth about the process and then being able to figure out a better way to do the work and the other thing I often will say is waste is frustrating most people when they have a day when they go home and they're like oh that was a terrible day it's not usually about people it may appear is it's about people but it's usually about process so if you think about it that way um you know I think that that's that's a good way to go into any improvement activity is about the it's about the process not the people so the other thing about capturing open problems is that there's more to most improvement activities than the map so you may be looking at documented work and seeing if it's you know poorly documented you may be looking at um you know reports you might be looking at audits if it's a regulatory environment you might have some kind of regulatory audit that you're looking at that data so you're looking at a lot more than just the map so let me know jenoff that answered your questions and then i have a question for um is it Jignesh Jignesh i see your hand up but i see that you just asked a question as well so i'm going to go ahead and answer your question i'm going to lower your hand and then what i want you to do is raise your hand back up if you want to be verbally if you want to verbally ask it and I'll unmute you okay so your hand is down so now raise it again if you want to get on the phone and ask it verbally okay question is do you go and observe the process or do a time study to get the PTL team el-tee if yes do you do it during Kaizen or before Kaizen week so you always go and observe the process if it's a process that can be observed and if you can't observe it because of geography maybe it's being done you know in another country you don't want to fly ten people to the other country then you can bring the process to the room so we call that going to the gemba GE MBA also sometimes called GE n ba because it's a English translation of a Japanese term so going to the gemba is going to where the work is actually done in yes you absolutely want to go and see how the process is being done but what you can do is if it's a 100% IT process where everything's being done in the computer then you can actually have someone demo the process and walk through it in a conference room with it on the screen so that everyone can see all the steps that are being done for that process that's a way to to sometimes do it now time studies I mentioned this before I don't do time studies unless we're really getting into a situation where we've gotten the process improved as much as we can by using the more directional data and all that and now we're getting down to where we've got to get it very very well wired and it needs to be a very tight timeframe and we might even be bringing in some Six Sigma tools at this point then I go to time studies but I I never start with time studies I always start with interviewing the people who do the work and getting the numbers from them hope that helps okay next one uh one of the most common problems I see coming up is poor communication yes Oh between people teams and departments yes I agree I'm not sure there's a question there but yes poor communication is is really there and that's what you're doing when you're designing the future state you're designing communication to be standardized and a much higher quality so that you're fixing that poor communication problem in there I use Kies embers to capture these around a map would you use a similar open discussion I use Kaizen bursts to capture these around a map oh so you use Kaizen bursts to indicate that there's poor communication so let's talk about Kai's embers for a second I use them also on metric space process Maps I don't use them just on value stream Maps but the way I use them is that the Kaizen burst has a general direction of what the improvements going to be not what the discovery is so I for poor communication I might note it on the supposted but then the Kaizen burst would include I don't know what I mean it might be so poor communication it depends on what you mean by poor communication if it's interpersonal communication that would go in the map at all I would deal with that offline but if it's poor communication where a report comes in incomplete or data comes in incomplete and you need to improve it then the Kaizen burst would be you know standardizing the bla bla bla report to include customer requirements or something like that and so that it would be the fixing that goes on the Kaizen bursts rather than the discovery so it's future state oriented versus current state and by the way it's another thing that I really like being standard about is that the Kaizen bursts go on the future state not on the current state unless you're doing both on the same map and the reason why they go in the future state is they're supposed to depict what has to happen in order to realize that future state so what are the activities that need to you're the projects that need to be done in order to realize that future state that's why it's on the future state map typically at least that's how I do it um okay so think let me see if I answered all the questions so far okay so Jana your hand is up I'm going to go ahead and unmute you and assume that that's what you mean and if your hand was up by mistake then we'll accept jedd are you there yeah hi Karen can hear me I can't how are you oh good thanks look I'm really enjoying your seminar Jenny Pharaoh ordered me the details the best one I've joined and it's something it's been very great oh thank you yeah I just thought I'd quickly clarify the questions okay sure exactly I guess when I run the Kaizen events and it could be around a value method be around a process a Mapple or whatever it is and I generally have it sometimes it basically a general open sort of problem identification and some of the problems that might come up are things like you know one team member might have received poor communication about what the other team member once or expects or something like that right these problems are raised up as you know opportunities to improve so how would you and I normally capture those as you know Kaizen goods and it might not be some things might not be specifically related to a particular process and there may be just general things like for example absolutely no visual management around the process so you know leaders have no idea you know where to put staff or anything like that so I usually put those as sort of general problems that we can also look at to solve because sometimes they actually become the really big ones that we really need to address so how would you identify those kind of opportunities yeah good good question and and greetings Frost from Down Under it's really early there and in uh so things I'm actually going to answer in a way that is something you didn't ask but it's related to it and that's that during the current state mapping it's very difficult to keep people focused on just the current state because they start thinking about ideas as they're seeing the reality of the current state and so what I typically do so that they don't feel frustrated and yet we don't get off track as I'll flip chart those ideas as they're coming up so I see no reason why you couldn't have one flip chart that sees possible you know countermeasures if you want to call them that and then another flip chart that are the discoveries that aren't necessarily showing up on the Oh stents and so as you could just document document document everything you see but then when you get to the future state you've got a much more conflict of all the possibilities yeah no worries yeah does that I mean is that have you tried that yeah absolutely so I what I actually oh no you just mentioned that you don't put Skype in drips on the current state but having come from um Toyota actually we I am used to putting the Heisenberg there's all the problems on to the current state and then when you do the future state you can fit the problems into new Kaizen verse for the actual improvement oh it's quite unposted the actual improvements interesting for example one improvement could so potentially something like more than one problem on your current state and so then I use a number system so I number all the problems on the current state and Link it up to the number of the actual improvement um so that there is an actual link there yeah that's great I actually didn't know that Toyota was using the verse on both Maps yeah okay excellent I like that so doing tired I've got the part of the highway right so problem Kaizen bursts go on the current state and then the countermeasure first go in the future state yeah I did them in like different kind of fancy you know posted ones order you know pink I usually use pink sort of clearly kind of kind and those posters for the current state for the Cobblers and then you know I don't a green cloud post-its or something for the improvements on the future state oh that's wonderful so I have a question is the book learning to see from what I understand that was Mike rather and John Shooks take on how Toyota was using mapping but the Toyota at the point that book was written wasn't actually calling it value stream mapping and they weren't really doing it exactly that way code maker its material and information flow now okay and so do the do you know that book learning to see yeah yeah yeah so is are there maps that they have been learning to see very close in physical look to what you end up with it Twitter um yeah I'm from memory I haven't got the book in front of me but from memory I mean you know usually the lead time all of the boxes and everything is similar the I can't remember if they use triangles for inventories or the little humps because entire to use a lot of humps not triangles like I do in values dramatic right there are a lot of different there are some differences okay I think the material and information flow analysis probably has a bit more detail than belly stream mapping and there are some slight differences especially around you know the way that you mark inventory's supermarket the most kind of thing yeah okay that's great to have someone had you know direct experience for Toyota on the line thank you and I also just noticed Jenny just made a note that it's pronounced Jana or Jana yeah yeah that's right oh not Jana sorry about that sorry about that alright excellent um is there anything else I can help you with right now now that so Karen thanks so much for that thank you thanks for being on the phone all right I'm going to remute you okay let's see if there any other questions have come in let's see I don't see any other questions I think I've covered everything could you raise your hand please if anyone else is asking any more questions so I know not to end the webinar quite yet we've got four more minutes so we could take one or two more questions so just raise your hand if you're still writing something okay here's a question coming in if there are many many ways all causing pain ie and almost every process step how do you narrow down areas to focus in on a five-day Kaizen okay so what I would do in that case Jenny is I would go back let me get back here oh wait I'm sorry you go forward I forgot we went back for a minute didja toot I'm almost there okay go back to this I use this prioritization matrix in probably 90% of my Kaizen events it's after typically either a list has been accumulating as we've been talking through the process and really you know understanding the current state or it might be a formal brainstorming session that we do and we numbered all the items so you know the I think what you're asking is what if your priority block has you know nine million options and then you just have to pick so you could actually take and do this once and then take your priorities and and do them again on a new matrix it's a very effective way and very quick way to decide what's going to give you the greatest bang for the buck as we say so I that's what I would do is take a list of all them and just figure out based on how easy it would be to get it done and what the benefit will be now that I think it becomes even more critical to do that in a Kaizen event because you want people to get to completion and the problem in most Kaizen events is that they come out of the Kaizen event with a big to-do list rather than getting the work done and getting the improvements fully implemented within the Kaizen net which is the intention of a Kaizen event so that's why I think it's really important to stick with the ones are going to be the easiest and high-impact versus you know sometimes high impact is going to be darn hard but you've got to do it anyway but not in a Kaizen event I wouldn't I wouldn't do that okay um I use okay so I use this matrix and they want to put everything in the priority block well okay so I don't know whether you guys see the prices right in Australia but one of the things that I remember and I use it a lot when I'm being goofy facilitating is the view finder game and the view finder game is when the person allows this plastic clinic clear plastic thing to rise up and then when it gets in the price range they stop it so I'll start my hand physically on the flip chart at the bottom corner of the pace thing and say alright you tell me when I get to how easy this would be to implement and usually Easy's about you know how quick it would be you know how low-cost it would be how unpolitical it would be and I'll just start moving my hand up until they get to the point where they say there and then I start moving it across to the right and to say you know kay so what's the benefit going to be of this moving across and they say there and then I put the number there once we get three of them if they're all clustering in the same area I suggest to them that that probably isn't true that they're all right in that same area and so I start getting them to get more refined on how they're reviewing ease and how they're reviewing benefit so that you can get greater separation um so if you do it access by axis it sometimes helps them I think get it in a little closer to the proper place then if you just have them you know kind of go up and put it in the priority block and again I also say to them look we've only got another 14 hours so we've only got another you know 36 hours whatever the time is we can't get everything done and we need to have it done well and we need to have it fully implemented by the end of this Kaizen event so I think um yeah I think reprioritizing maybe the high priority items might be a good thing to try okay think soare anything else coming in I think that's it so I want to thank everyone this was a quick review and also please let me know if you have any ideas for January February March some specific areas that you'd like some help it helped with those three webinar months are still open and I'd love to be able to meet your needs and then please remember to file exit to get out of the webinar and have a great rest of the week and I look forward to seeing you next month at the a2 webinars thanks so much bye-bye

Channel: TKMG, Inc. and TKMG Academy, Inc.

Views: 94,347

Rating: 4.8885794 out of 5

Keywords: metrics, based, process, mapping, 1920x1080, lean, six sigma, BPR, reengineering, process improvement, continuous improvement, kaizen, value stream mapping, process design, Toyota

Id: H-1Aijyi8fw

Length: 90min 43sec (5443 seconds)

Published: Wed Feb 20 2013