By Karen Martin
What's a Process?Definition of a ProcessProcess ComponentsTypes of ProcessesProcess ManagementWhat Is Metrics-Based procedure Mapping (MBPM)?Strategic and Methodological ImprovementMapping PreparationScoping the method Being MappedForming the Mapping TeamMapping LogisticsCommunication and information GatheringMapping necessities: knowing the present StateFirst go: determine the method StepsSecond cross: upload Key Metrics for every Step, Create the Timeline, and Calculate the precis Metrics procedure Time Lead Time percentage entire and actual more information Timelin. Read more...
summary: what's a Process?Definition of a ProcessProcess ComponentsTypes of ProcessesProcess ManagementWhat Is Metrics-Based strategy Mapping (MBPM)?Strategic and Methodological ImprovementMapping PreparationScoping the method Being MappedForming the Mapping TeamMapping LogisticsCommunication and information GatheringMapping necessities: realizing the present StateFirst go: determine the method StepsSecond cross: upload Key Metrics for every Step, Create the Timeline, and Calculate the precis Metrics technique Time Lead Time percentage entire and actual additional info Timelin
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Extra info for Metrics-Based Process Mapping : Identifying and Eliminating Waste in Office and Service Processes
Second Pass: Add Key Metrics for Each Step, Create the Timeline, and Calculate the Summary Metrics Next, the team adds the three key metrics for analyzing and monitoring a process—lead time (LT), process time (PT), and percent complete and accurate (%C&A). Most of this data is obtained by questioning the relevant process workers. Keep in mind that you want to obtain directionally correct data; that is, the data needs to be accurate enough to result in solid conclusions and relevant decisions regarding prioritization.
Exceptions often seem more frequent than reality because they are typically more painful to deal with, so teams often focus on those situations. To avoid slowing the mapping process, the facilitator will need to keep reminding the team to focus on the 80 percent. In the case of large swings in process time or lead time, it can be helpful to ask the team to determine the shortest time and the longest time. From there, it is often easier for them to ignore the outliers and agree on a number that fits 80 percent of the time.
The value stream champion doesn’t typically serve on the mapping team directly. Rather, he/she is the person the facilitator and team consult regarding obstacles to success, policy questions, and so on. * You may wish to refer to The Kaizen Event Planner for additional information about the necessary skills and traits for effective facilitation. Team Lead: A team lead is often helpful in coordinating mapping logistics and serving as the facilitator’s go-to person during the mapping activity. Not all mapping activities require a team lead but, if one exists, this person should be engaged in all aspects of planning, including charter formation.