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AS IS PROCESS

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Viewing 16 posts - 1 through 16 (of 16 total)
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  • #33147

    a
    Participant

    what is the importance of as is process mapping????

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    #89180

    John Hargreaves
    Participant

    (1) To gain a common understanding (a picture) of how things are currently done – it often turns out that people do things differently in practice, hence it is an opportunity to understand these differences.
    (2) To identify where the major bottlenecks exist now – i.e. prime target areas for further analysis and improvement.
    (3) To be used as a baseline for improvement – i.e. show how things have changed (provide a record) after the “to be” has been implemented.

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    #89218

    DaveG
    Participant

    I can’t improve on John’s excellent answer.  To paraphrase, you don’t know where you’re going unless you know where you are.

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    #89561

    Eng. Ghada Elelemee
    Participant

    A s is process description is the important factor for the standrd quality system ISO 9001:2000 requirements.  It is useful for training the people within the organization as well as for continuous improvement.
    The main and modern process description language is IDEF

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    #89566

    Swaggerty
    Participant

    As you go through the mapping process, you will find out many new things about the process, even in processes where you thought you knew everything.  As you (and your team) review the map and start asking why, you will find many opportunities for improvement.  Pay particular attention to the handoffs – you will probably find most of your mistakes and delays there.

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    #89574

    GDS
    Participant

    You have received many very good replys. The only thing I would add is to make sure when you are mapping, WALK the process!!!! I have found many opportunities for improvement when walking the process.
    I had one process that on paper it looked very simple, however when we WALKED the process we found that there was tons of non-valued added driving time. The process lay out was very poor. We redesigned the layout (at a very low cost) and reduced the non-value added time by 70%.
     

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    #97645

    XLCR
    Member

    Hi:Pardon my ignorance, but could you please elaborate on this IDEF tool.
    Thanks

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    #114484

    Rookie
    Member

    Your responses to the other questions have been so helpful! I need your help: How do I map a training process? In my small organization, training had not existed before, so I thought that a to-be process would be very effective. At first I thought it couldn’t be done, however, I map the process (according to a methodology that was given to me), then I am told that putting in duration times from one step to the next would make no sense because Training Request times varies: could be within 6 months or one year… Can there or should there not be a standard time from one event to the next? I really believe in what I am doing. Let me know what you the experts think.
    Thanks! 

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    #114508

    Dale
    Participant

    Don’t we all wish the ideal only existed!  Sure I wish there were standard duration times, but in transactional SS that just isn’t the case.  One way to minimize the variation is to do the analysis to determine if there are common characteristics of a 6 month long training vs 12 month?  Are there more steps to complete a 12 month vs 6, or is it just wait time?  By sub-categorizing your process you will gain better understanding.  I’ve used the y = f(x), then break the x’s into sub y=f(x) to really drive down to the true drivers.
     

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    #114642

    Rookie
    Member

    Dale, I am thankful for your comment, but honestly, am not certain of what you are explaining to me. I am sorta new in the process mapping area and am welcoming of any information that will teach me. Your post is teaching me something new and I would really like to learn more. Can you explain some more.
    In addition, by having standard cycle times, all I am saying is the step from Activity 1 to Activity 2 to Activity 3 on the training flow chart should have some measure. For instance: Supervisor completes Request For Training (Activity 1), Document Approved by Dept. Head (Activity 2), Submit to Training Manager (Activity 3). Whether the training was to be done within 3, 6, 9 or 12 months, should not matter. For the process to be efficient, each department should know that the Training Request Document should not take forever. After seeing this in action then the cycle time for the entire process could be calculated and even improved as it progresses.
    I welcome your comments. Please advise accordingly.

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    #114653

    Dale
    Participant

    You are losing me a little.  Have you gathered data on how the process really works or are you designing a process?  My comment assumed you have an existing process and have completed define and are well into measure.  If not, I think you need to step back and define your problem, analyze the data from your process (which subjects/ geographic areas / trainers / etc. take longer), do a C&E diagram, etc.
    If you are in fact into measure, when you get down into the detailed steps for a training request doc are they always the same ones or do they vary based on subject or area?  For example, when developing a SS Lean program maybe you’ll have to do research, go to a training session on Lean, look at how it is used in your company or industry.  However, if you are doing a SS DMAIC program since you are familar with the concepts you go directly into developing the program.  Or it might all be due to the doc sitting on someone’s desk for 3 months. 

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    #114670

    Rookie
    Member

    Hey Dale, thanks again for your

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    #114671

    Rookie
    Member

    Sorry about the previous message. Thanks for your response Dale. I really am designing a process. I will put your advice into practice.
     

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    #114676

    Dale
    Participant

    Since you are designing it, then I would gather your VOC & create your CTQs to determine what the mean & st. dev. should be for each step.  Use a QFD to prioritize them.  After you have your designed process mapped you might what to use a time value map to determine where you have opportunities to lean the process.

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    #115982

    Rookie
    Member

    GDS:
    Thanks for your input. One question: How do you calculate the non-value added time? Are there other calculations that should be done when analyzing the processes?

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    #116023

    Rookie
    Member

    I am looking at the As-Is Process for two of the processes for my department. Is it normal for an employment as well as a recruitment process to take one week? I am not sure what is the practices for human resource departments. Any ideas/experience?
    Thanks

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