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ProKit Exam 3 > Process Mapping/Value Stream Analysis - Indirect > Flashcards

Process Mapping/Value Stream Analysis - Indirect Flashcards

1
Q

What are methods and analysis tools in production and administrative areas?

A
  • In administrative areas one person normally has several parallel roles, the processes are usually not visible.
  • In production areas one person usually has just one role. Processes are visible.
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2
Q

To improve performance, what obstacles should be eliminated?

A

obstacles such as waste, variability and inflexibility must be eliminated

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3
Q

What are examples input streams?

A

Employees
Process
Materials
Information

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4
Q

What are examples of performance indicators (results)?

A

Quality
Costs
Service

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5
Q

What are the three obstacles and lean in administration?

A

Waste
Variability
Inflexibility

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6
Q

What is the obstacle “waste”?

A

Use of resources going beyond what is necessary to meet customer requirements

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7
Q

What is the obstacle “variability”?

A

Deviation from standard conditions

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8
Q

What is the obstacle “inflexibility”?

A

Loss of efficiency due to differences between customer demand and the supply of resources

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9
Q

Which phase of a process do you map the current process and why?

A
  • In the diagnosis phase to get transparency about the process and problems
  • To create transparency about waste in the process in the diagnosis phase
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10
Q

What are the 7 steps of process mapping?

A
  1. Which process are we talking about? – Process name
  2. Who are the process participants? – Roles/ function
  3. What triggers the process? – Initial Input AND How is the process completed? – Output
  4. What are the individual process steps? – Process box
  5. What are the process step options for decisions? – Set course
  6. What obstacles are there? – Kaizen flashes
  7. How are the process steps linked? – Connecting lines
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11
Q

How to get a value stream map out of a process map?

A

• Add details like process time, frequency etc.

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12
Q

When value stream mapping, what are some things to keep in mind?

A
  • Use Brownpaper and Sticky notes
  • We know that the Post-its will be rearranged several times so use a pencil first before you go with a marker
  • Describe the Kaizen flash as detailed as possible, so that a few weeks later you still know what the obstacles were
  • Make sure you choose all involved process participants
  • Recommendation for group size: 2-5 persons
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13
Q

What are the different synonyms for the current process?

A
  • Actual process or

* AS-IS process

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14
Q

What are the results of value stream mapping?

A
  • Visual representation of process chains and information streams
  • Analysis of current situation
  • Identification and quantification of kaizen flashes (optimization potential)
  • The diagram can be extended to show processing and waiting/queue times as well as the IT systems used
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15
Q

Identifying weaknesses in the value stream requires what?

A

emphasis on loss factors

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16
Q

What are some of the weaknesses you will find in a VSM?

A
  • Duplicated work
  • High stock levels
  • Long processing times
  • High query quota
  • Quality deficits
  • Sequential work
  • Interfaces
17
Q

The val­ue stream analy­sis (VSA) is?

A

a method of col­lat­ing the knowl­edge and ex­pe­ri­ence of the process par­tic­i­pants

“Val­ue stream analy­sis” is a method used to com­pile the real process

18
Q

The val­ue stream analy­sis (VSA) helps what?

A
  • An­a­lyze the com­plete process chain
  • Iden­ti­fy re­spon­si­bil­i­ties for ac­tiv­i­ties and out­comes
  • Achieve trans­paren­cy about the process struc­ture and in­ter­faces
  • Es­ti­mate process time­frames (mile­stones, run time based on ex­pe­ri­ence)
  • Cre­ate trans­paren­cy about waste in the process
  • Find and quan­ti­fy ini­tial op­ti­miza­tion po­ten­tial and elim­i­nate un­nec­es­sary process steps
  • De­fine ini­tial process stan­dards
19
Q

VSA fo­cus­es on what?

A

col­lat­ing (combine) the process knowl­edge of the par­tic­i­pants, clar­i­fy­ing the process, and cre­at­ing trans­paren­cy

20
Q

What are the ben­e­fits of val­ue stream analy­sis in in­di­rect ar­eas

A

Trans­paren­cy of the real process (talk with the peo­ple who per­form the process.)

“Go and see” – go and see for your­self how the process is per­formed on site.

Trans­paren­cy of com­plex in­ter­ac­tions be­tween dif­fer­ent in­for­ma­tion flows and in­ter­faces (IT, meet­ings, etc.) on one page.

Com­pi­la­tion of ALL ac­tiv­i­ties (process steps) that re­sult in the process re­sult re­quest­ed by the cus­tomer (val­ue-cre­at­ing/non-val­ue-cre­at­ing).

De­tailed com­pi­la­tion of times, in­clud­ing query times, trans­fer times (trans­port and hold­ing times) and process times (or re­work times) and cal­cu­la­tion of the pro­cess­ing time.

The process com­pi­la­tion can start from the point of de­liv­ery (cus­tomer fo­cus).

21
Q

What are prerequisites of a VSA in an indirect area?

A

Val­ue stream analy­sis is use­ful in ar­eas (de­part­ments, teams) with a ba­sic un­der­stand­ing of the process or where there is al­ready an ini­tial process de­scrip­tion.

From this ba­sis and us­ing de­tailed data col­lec­tion, VSA cre­ates added val­ue.

For ar­eas with­out a ba­sic un­der­stand­ing of the process or a process de­scrip­tion, sim­ple, qual­i­ta­tive process map­ping (with­out record­ing times) is rec­om­mend­ed as an ini­tial op­ti­miza­tion mea­sure in the di­rec­tion of “sta­bi­liz­ing” and “flow.”

22
Q

When referring to an indirect VSA, what is compilation time?

A

The time tak­en to record real process data is as long as the longest process step.

For low fre­quen­cy or project-re­lat­ed process­es, the pro­cess­ing time can be longer than the work­shop or project du­ra­tion.

In this case, al­ter­na­tives for ob­ser­va­tion in­clude:

  • -Self-record­ing
  • -Process sim­u­la­tion
  • -Use of prac­ti­cal knowl­edge
  • -Ex­pert as­sess­ment
23
Q

What are the benefits of value stream analysis in indirect area?

A
  • Transparency of the real process (talk with the people who perform the process.)
  • Transparency of complex interactions between different information flows and interfaces (IT, meetings, etc.) on one page.
  • Compilation of ALL activities (process steps) that result in the process result requested by the customer (value-creating/non-value creating).
24
Q

What is the goal of creating target processes?

A

Goal of cre­at­ing a tar­get process is to cre­ate an ef­fi­cient process

25
Q

What is the goal of the ide­al state process?

A
  • Ef­fi­cient process, i.e. ex­act­ly what the cus­tomer needs will be cre­at­ed (with the min­i­mum of re­sources).
  • All af­fect­ed em­ploy­ees and man­agers should be in­formed be­fore the ide­al state process will be im­ple­ment­ed.
  • For a suc­cess­ful im­ple­men­ta­tion of the ide­al state process all mea­sures should be agreed upon by the re­spec­tive process par­tic­i­pants.
26
Q

What is the ideal state process?

A
  1. Elim­i­nate ob­vi­ous waste, re­duce hid­den waste
  2. If pos­si­ble avoid se­ces­sion (withdrawal of a group from a larger entity) points/de­vi­a­tions in process map
  3. Im­ple­men­ta­tion of lean prin­ci­ples
  4. Di­rect-line flow of in­for­ma­tion
    - -Few cross func­tion­al in­ter­faces
    - -One-Piece-Flow
    - -Pull-Prin­ci­ple
    - -Tact time (if mean­ing­ful)
    - -Zero-de­fect tar­get
  5. Short through­put time (si­mul­ta­ne­ous work, elim­i­nate process steps, com­bine, ac­cel­er­ate process steps)

With those steps you can cre­ate an ide­al lean process

27
Q

Process vision gives you what?

A

Direction to process optimization

  1. Create current value stream
  2. Create a vision in the form of an ideal value flow
  3. De­riva­tion of a tar­get state us­ing pre­de­ter­mined bound­ary con­di­tions
  4. CIP
28
Q

What are the two most im­por­tant graph­ic analy­sis tools to get your­self and all process par­tic­i­pants an overview about the process?

A

Process Map­ping and Val­ue Stream Analy­sis

ProKit Exam 3 (6 decks)

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