Processes mapping

This is one of the seven basic qrrality tools to help understand a process and then improve that process. 

One definition of a process is a group of activities that together create value for the customer. 

Could-be (Short-term goals have been included) 

The last two types help the continuous improvement process as these maps are evaluated and then implemented. 

The last visual factory tool discussed in this chapter is process mapping. 

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In some cases, you may find that process mapping is impossible or of little value. For example, it may quickly become evident that the gaps in coverage are so large that there will be little value to continuing with process mapping. In other cases, you may have process maps or flow charts already available to you. In such situations, the team will need to verify that the maps or charts are still current and complete. 

For both process mapping and flow charting you can collect the information you need by asking each interviewee ... 

In process mapping you are interested in the way the process flows through the organization. Using the information gathered in your interviews you should be able to overlay the process onto an organization chart. This is illustrated in Exhibit 3-4. In Exhibit 3-4 several problems with the existing process are immediately obvious ... 

Exhibit 3-4. Sample of Management Process "Mapping for Xmple, Inc. Developing and Issuing a PSM Procedure... 

In some organizations the management processes differ so wildly between departments, facilities, divisions, etc. that one process map will never make sense. If you find this in your organization it may not be worth continuing the mapping process. Instead, you should default to traditional flow diagrams. 

Process mapping will more clearly show duplications, nonproductive steps and gaps in coverage. But it takes longer to develop these diagrams and they are more difficult to read. 

Since traditional process flow diagrams can be developed from the process maps, it is probably slightly better to use the mapping approach. If traditional flow diagrams are required they can be generated later to help identify redundancies, bottlenecks, etc. 

Some process maps are very complex and may simply confuse the reader if they are included in the base plan. You may include them in an appendix, or simply keep them as reference documents in the project file. If you decide not to present them, it may be worth showing a simplified example so that your readers can understand the process you have used. 

Process mapping is used to understand how management proc-... 

While an extremely useful analytical tool for illustrating all the steps in a process as well as critical interactions, process mapping can be a very frustrating exercise either because the process is too difficult to map or because it is very repetitious—the same flows are repeated department after department. It can be a critical part of Process Characterization, as shown in Exhibit 5-3. 

In liquid-solid extraction (LSE) the analyte is extracted from the solid by a liquid, which is separated by filtration. Numerous extraction processes, representing various types and levels of energy, have been described steam distillation, simultaneous steam distillation-solvent extraction (SDE), passive hot solvent extraction, forced-flow leaching, (automated) Soxh-let extraction, shake-flask method, mechanically agitated reflux extraction, ultrasound-assisted extraction, y -ray-assisted extraction, microwave-assisted extraction (MAE), microwave-enhanced extraction (Soxwave ), microwave-assisted process (MAP ), gas-phase MAE, enhanced fluidity extraction, hot (subcritical) water extraction, supercritical fluid extraction (SFE), supercritical assisted liquid extraction, pressurised hot water extraction, enhanced solvent extraction (ESE ), solu-tion/precipitation, etc. The most successful systems are described in Sections 3.3.3-3.4.6. Other, less frequently... 

Principles and Characteristics Pare et al. [475] have patented another approach to extraction, the Microwave-Assisted Process (MAP ). In MAP the microwaves (2.45 GHz, 500 W) directly heat the material to be extracted, which is immersed in a microwave transparent solvent (such as hexane, benzene or iso-octane). MAP offers a radical change from conventional sample preparation work in the analytical laboratory. The technology was first introduced for liquid-phase extraction but has been extended to gas-phase extraction (headspace analysis). MAP constitutes a relatively new series of technologies that relate to novel methods of enhancing chemistry using microwave energy [476]. 

Figure 5.1. Processing maps for (a) A1 and (b) Ti. (Reprinted from Ref. 606. 1995,with kind permission from Elsevier Science Ltd., The Boulevard, Langford Lane, Kidlington 0X5 1GB, UK.)...

Dodo RJ. Improving SOP writing with process mapping. Appl Clin Trials 2000 9 62-70. 

The Microwave-Assisted Process (MAP ) technology uses microwaves, and solvents that are relatively transparent to microwaves, to extract chemicals from various matrices based on the temperature differential between the solvent and the target compound. According to the developers, the technology is applicable to soils and wastes containing polycyclic aromatic hydrocarbons (PAHs), polychlorinated biphenyls (PCBs), total petroleum hydrocarbons (TPH), and other organic compounds. 

Upon identification of the processes required to support the enterprise, the next step is to define exactly what is in and out of scope for each process. Mapping all the processes and their inter relationship with other processes will determine if any gaps or duplication exists in the system. Duplication may be warranted or eliminated. Gaps between processes require remediation. For example, a nonconformance process should have direct linkage into a corrective action process. A well-operating nonconformance process without an active, integrated corrective/ preventive action process will yield little benefit to the organization and efforts expended on the nonconformance process will be nominal in their overall positive business impact. 

Process mapping of the enterprise s requirements to supply product enables design of the processes required for the system. Staff, management, and leadership input into the business needs provide additional guidance into processes attributes. 

Figure 15. Processing map obtained based on the systematic parameter study (a) jet elongation/an electrical force (affected by electrical conductivity of solvents, applied voltage), (b) mass of polymer (affected by polymer concentration, applied voltage, volume feed rate) [50].

Create a SIPOC and/or Process Map (see Techniques 45 and 46) to document the current solution s inputs, outputs, customers, and suppliers, and any associated processes. Use this information to make a list of the process steps, systems, subsystems, or components that are linked to the focus topic. For example, part of the process of using a credit card is carrying a physical card, which can be lost or stolen and subsequently used by identity thieves. 

The success of the simulation depends on your ability to describe the process in sufficient enough detail to produce realistic results. You can derive this information from a Process Map or Value Stream Map (Technique 46). Be sure to include key subprocesses, decision points, and queues (waiting lines). 

Use a SIPOC Map when you need a shared understanding of how you plan to produce and deliver your innovation to customers. This is your first order of dehnition, to be followed by more detail using a Process Map or Value Stream Map (see Technique 46). 

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