Dr f Dejahang (BSc CEng, BSc (Hons) Construction Mgmt, MSc, EX MCIOB EX........ PhD

1. PROCESS
MAPPING
(SIPOC, Detailed)
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2. PROCESS MAPPING

5. Key elements
• S – Suppliers, those who supply input
into the process.
• I – Inputs, data, knowledge, resources
needed to generate at output.
• P – Process, high level view of the
process, an activity that transforms the
inputs to outputs.

6. Key elements
• O – Output, what comes out of the
process as a result of a transformation
• C – Customer, person receiving the
output

7. 1. Process Mapping (SIPOC,
Detailed)
2. Cause & Effect (Root Cause
Analysis)
3. Failure Mode Effect Analysis
(FMEA )
Introduction to
Tools

8. Process Mapping (SIPOC) Objectives
1. What is SIPOC
2. What is the purpose
3. Key Elements of a SIPOC
4. Step to Generate a SIPOC
5. Example

9. Process Mapping (SIPOC)
SIPOC is a high level mapping
tool that allows the user to see
the process with limited detail.
It is often used to narrow down
the focus of a bigger process or
to aid in project selection.

10. Process Mapping (SIPOC)
1. Map Process
2. Define Outputs
3. List Customers (who receive output)
4. Identify Inputs (Resources, information)
5. List Suppliers (source of input)

11. Detailed Process Mapping Objectives
Why Do We Process Map (Benefits)
Who Should do a Process Map
Key Elements of a Detailed Process Map
Step to Generate a Detailed Process Map
Symbols
Example

12. Detailed Process Mapping
Benefits

13. Detailed Process Mapping
Benefits

14. Detailed Process Mapping
Benefits

15. Detailed Process Mapping

16. Detailed Process Mapping
Benefits

17. Key Elements of a Detailed
Process Map
•KPIV / KPOV
•Type of Input
•Value Added (VA) or Non-Value
•Added (NVA)
•Specifications
•Quality Indicator
KPIV=KEY PERFORMANCE INPUT VARIABLES
KPOV=KEY PERTFORMANCE OUTPUT VARIABLES

18. Key Elements of a Detailed Process Map
• Inspection opportunities
• Control Parameters
• Cost Per Unit
• Etc.

19. Steps to Detailed Process Mapping

20. Steps to Detailed Process Mapping

21. Steps to Detailed Process
Mapping

22. Detailed Process Symbols
Process mapping Symbols from Excel
Process Step
Connector
Decision
Start/Stop

23. Detailed Process In Excel

24. Detailed Process In Excel

25. Detailed Process In Excel

26. Detailed Process Mapping
Input Type KPIV Specs/Tolerance
Value
Added KPOV Specs Data Quality Indices
SOP Location 6" from split NVA
Correct
Location
Measure
d
Flush with Table
edge Visual
Parallel to side
SOP Location Right Edge NVA
Correct
Position Visual
Flush to Catapult
Base
SOP Location
Parallel to base of
Table NVA
Correct
Position
Measure
d
Flush with back
edge Visual
C Secure? NVA Secure Tape Visual
C Pin Placement 1
Proper Pin
Placement 1 Visual 120 +/- 2
C Stop Position 2 NVA
Proper Stop
Position 2 Visual 120 +/- 2
C Pull Back Angle 180 +/- 1
Proper Pull
Back Angle 180 +/- 1
Measure
d 120 +/- 2
C Ball Type Rubber Right Ball Rubber Visual 120 +/- 2
SOP
Implement Start
Positions NVA Inspection of Catapult
C
Operator
Position Sitting
Operator
Sitting Sitting Visual
SOP Ball Type Rubber NVA Proper Ball Rubber Visual
Start
Position Catapult
Clamp Catapult
Position Tape Measure
Secure Tape Measure
Determine Start Position
from Historical Data
Set Up Catapult
Place Proper Ball in Cup

27. Detailed Process Mapping
Input Type KPIV Specs/Tolerance
Value
Added KPOV Specs Data Quality Indices
C
Holding
Position
2 Fingers beneath
cup VA
Holding
Position
2 Fingers
beneath cup
Measure
d 120 +/- 2
C Firing Position Align with left side
Firing
Position
Align with
left side
Measure
d 120 +/- 2
N Hold Time < 2 seconds Hold Time < 2 seconds
Measure
d 120 +/- 2
C # of Measurers 2 NVA
# of
Measurers 2
Measure
d 120 +/- 2
C
Tape Measure Calibrated/Standard
inch tape measure
& Secured
Tape
Measure
Calibrated/St
andard inch
tape
measure &
Secured
Measure
d
120 +/- 2
N
Location of
Measurer +/1 12 inches
Location of
Measurer
+/1 12
inches
Measure
d 120 +/- 2
No
Yes
Fire Catapult
Measure and Record
Data
Did Ball
Hit
Target?
Stop

28. Root Cause Analysis Objectives
What is a root cause analysis
Why perform a root cause analysis
How to set up a root cause analysis
using the fishbone diagram
Steps to generate a root cause analysis
using the fishbone diagram
Example

29. What is a root cause analysis?

30. Why perform a root cause
analysis?

31. How to set up a fish bone diagram
Cause and Effect Diagram organizes
causes into 6 “M” distinct categories.
1.Man
2.Machine
3.Natural causes
4.Method
5.Measurement
6.Material

32. Steps to generate a fish bone
diagram
Organize the 6 M’s around the fishbone
MEASUREMENT METHODS MATERIALS
MANPOWER MACHINES MOTHER
NATURE

33. Steps to generate a fish bone
diagram

34. Steps to generate a fish bone
diagram

35. MEASUREMENT METHODS MATERIALS
MANPOWER MACHINES MOTHER
NATURE
Customer leaves
restaurant
dissatisfied rating
Food in uncooked
Food is over-cooked
Rating not discriminatory
Server is rude Restaurant is cold
Restaurant is hot
Limited menu
Cash register quit
Incorrect amount on bill
Food taste bad
Oven malfunctionedServer non-responsive
Don’t take credit
Don’t take checks
Not enough servers
Not enough cooks

36. FMEA Objectives
1. What is an FMEA
2. What areas typically use an FMEA
and why
3. How to set up an FMEA
4. Steps to generate an FMEA
5. Example

37. What is an FMEA

38. What areas typically use an FMEA
• Manufacturing processes
• Management Systems
• Design of new products and processes
• Service industries to maximize customer
satisfaction
• Defect minimization
• Identifying Safety Hazards
Each of these areas use FMEA to determine and
minimize
risk.

39. FMEA Template
Step Failure
Mode
Effect of
Failure
Mode
Severity
of Effect
(1-10)
Causes of
Failure
Likelihood
of Cause
(1-10)
Control to
Detect
Failure
Likelihood
of
Detection
(1-10)
RPN

40. Severity Scoring of FMEA
Effect of Failure Mode Severity of Effect Rank
Catastrophic without warning Failure is catastrophic with no warning 10
Catastrophic with warning Failure is catastrophic with warning 9
Very High Between 75%-100% of product is rejected.
Customer is immediately lost if defect is detected.
8
High 50%-75% of product is rejected. Customer will
eventually be lost if other options exist.
7
Medium 25-50% of the product is scrapped without sorting.
Customer is aware of the issue and begins looking
for other suppliers.
6
Low 0% of product is rejected. 75%-100% of product
reworked. Customer is dissatisfied, but loyal.
5
Very Low 50%-75% of product is reworked. Greater than
50% of customers notice the defect if found.
4
Minor 25%-50% of product is re-worked. Between 25%-
50% of customer notice the defect if found.
3
Very Minor Less than 25% of product is re-worked. Less than
25% of customers notice the defect if found.
2
None No effect 1

41. Occurrence Scoring of FMEA
Likelihood of
Cause
Probability of Cause Rank
Inevitable Between 90%-100% 10
Very high Between 75%-90% 9
High Between 50%-75% 8
Moderately High Between 25%-50% 7
Moderate Between 5%-25% 6
Moderately Low Between 1%-5% 5
Low Between .001%-1% 4
Very Low Between .0001%-.001% 3
Rare Between .000001%-.0001% 2
Extremely Rare Less than .000001% 1

42. Detection Scoring of FMEA
Detection Likelihood that Defect is Detected Rank
Not Detectable 0% chance of detecting defect 10
Very Rarely 0%-5% chance of detecting defect 9
Rarely 5%-10% chance of detecting defect 8
Low 10%-25% chance of detecting defect 7
Moderately Low 25%-40% chance of detecting defect 6
Moderate 40%-60% chance of detecting defect 5
Moderately High 60%-75% chance of detecting defect 4
High 75%-95% chance of detecting defect 3
Very High 95%-99.999% chance of detecting
defect
2
Almost Certain Greater than 99.999% chance of
detecting defect
1

43. Steps to perform an FMEA

44. Steps to perform an FMEA

45. Steps to perform an FMEA

46. FMEA Example
Step Failure
Mode
Effect of
Failure
Mode
Severity of
Effect
(1-10)
Causes of
Failure
Likelihood
(Occurrence)
of Cause
(1-10)
Control to
Detect
Failure
Likelihood
of Detection
(1-10)
RPN
Call
911
All lines
are busy
Must wait
for open
line
10
(catastrophic)
Not
enough
phone
lines
3
(very low)
Phone
usage logs
by phone
company
6
(moderately
low)
180
Not
enough
operators
5
(moderately
low)
Budgeting
for
number of
calls
received
3
(high)
150
Call is not
answered
Ambulance
not
dispatched
10
(catastrophic)
Not
enough
operators
5
(moderately
low)
Budgeting
for
number of
calls
received
3
(high)
150
All
Operators
are on
lunch
break
2
(rare)
Time card
system
2
(very high)
40