Flow Charts including Process Mapping CAPARCA Basic Tool

Flow Charts including Process Mapping CA/PA-RCA : Basic Tool Sector Enterprise Quality – Quality and Mission Assurance Northrop Grumman Corporation Integrated Systems

What is a Process Flow Chart? § 1. A Process Flowchart is a graphic representation of all the major steps of a process. It can help you: § a. Understand the complete process. § b. Identify the critical stages of a process. § c. Locate problem areas. § d. Show relationships between different steps in a process. § e. To identify and eliminate Waste 2

Why use a Flow Chart? Process Flowcharts or Process Mapping helps you understand improve a process by enabling you to: • Look for opportunities for improvement (gap between reality and ideal). • Identify where defects are found (and where they are introduced). • Identify where measurements need to be put in place. • See where rework and bottlenecks occur. • Elimination of Non Value Adding activities (Waste) 3

Flowchart/Process Map levels There are three major form of Process Map. These are: Macro: High Level Overview; Entire Process; Links with other Processes (the Big Picture) Micro: Operational Level; Practical Links between Inputs & Outputs; Operational Measurements & Controls Hyper-Micro: Design Level; Details into Operator Methods; Material or Information (Input) Specification (Accuracy & Precision); System Functionality Tip ! If in doubt about which Process Map to use, start at the MACRO level. 4

How to Use Flowcharts/Process Maps 5

Considerations when Flowcharting/Process Mapping • Remember S-I-P-O-C (Supplier-Inputs-Process-Outputs. Customer). Start with C, then O, then S, then I, then P • What level and details are required? • What is a CTQs and non-CTQ-activity? • What are the Measurable outputs? • Know when to stop! • Space, Time allowances (best time, day of the week to do it is ? ) • Group Dynamics: Leader, Facilitator, Size of Group • Using Post-It® Notes / Wallpaper • If available and appropriate, use Electronic versions ( use Aerospace-Industry standards) 6

How do I do it? As a team, define: • process boundaries • where does the process start • what does the process include/non include • where does the process end • customer C. T. Q. ’s; level of detail; • key process inputs (supplier) and outputs (customer requirements); • identify and sequence process steps; • discuss and analyse the process; • agree next steps and next review. 7

How do I do it? (cont’d) Create a basic template of the process: Suppliers Process Name Inputs start Outputs Customers end Boundaries 1. Use sheets of flip-chart paper (or wallpaper), 3” x 3” Post-It® notes, and felt tip pens. 2. Define the process or service to be improved and write the name of the process on a Post-It® note. 3. Agree on the scope of the process to be mapped, and mark process boundaries with tape. 4. List suppliers, customers, and inputs/outputs to/from the process. 5. Define start and end process steps. 8

How do I do it? (cont’d) Brainstorm the steps in the process Suppliers Process Name Inputs start Outputs end Tips: At this stage • Do not try to establish order • Do not discuss process steps 9 Customers

How do I do it? (cont’d) Group into major process areas Suppliers Process Name Inputs start Outputs Customers end Tip: • decide on level of detail • arrange Post-Its ® in sequence (horizontally, vertically) Tip: Process steps should be Value-added… i. e. answer “yes” to these questions: • Does the customer care ? • Has something changed ? • Has it been done right first time ? 10

How do I do it? (cont’d) Critically evaluate the ‘Final’ Process Map: Suppliers Process Name Inputs Outputs Customers start end • Use map to identify where defects occur, where defects are introduced and where measurements need to be taken. • Put attributes on each step - time, cost, value-added (from customer viewpoint). • Use process map referenced to physical process layout (Spaghetti chart analysis). • In complex maps, consider “Output to Input mismatch”. • Be consistent with decision arrows (“yes” arrows in same direction). • Challenge each process step and consider alternatives. • Ask the WHY, WHAT, WHERE, HOW, WHEN, WHO - type of questions. 11

Flow Charts Questions? Call or e-mail: Bob Ollerton 310 -332 -1972/310 -350 -9121 robert. ollerton@ngc. com 12