Flow Charts and Process Mapping

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來自 University System of Georgia 的課程

Six Sigma Principles

510 個評分

University System of Georgia

Six Sigma Principles

510 個評分

課程 1（共 4 門，Specialization Six Sigma Yellow Belt）

This course is for you if you are looking to learn more about Six Sigma or refresh your knowledge of the basic components of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will introduce you to the purpose of Six Sigma and its value to an organization. You will learn about the basic principles of Six Sigma and Lean. Your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the basic knowledge of the principles, roles, and responsibilities of Six Sigma and Lean. Every module will include readings, videos, and a quiz to help make sure you understand the material and concepts that are studied. You will also have the opportunity to participate in discussions and peer review exercises to give you the opportunity to apply the material to your daily life. Our applied curriculum is built around the latest handbook The Certified Six Sigma Handbook (2nd edition) and students will develop /learn the fundamentals of Six Sigma. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Handbook (2nd edition). The companion text is not required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

從本節課中

Quality Tools and Six Sigma Metrics

In this module Dr. Bill Bailey will introduce you to the different types of quality tools as well as important Six Sigma metrics that can be used throughout the DMAIC process. Quality tools and metrics are a critical tool for process improvement. This module will introduce you to some of the most common quality tools as well as the most important Six Sigma metrics.

Introduction to Quality Tools2:02

Pareto Charts4:56

Cause and Effect Diagrams7:31

Flow Charts and Process Mapping6:09

Checksheets4:46

Scatter Diagrams6:05

與講師見面

Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering
Gregory Wiles, PhD
Interim Chair and Assistant Professor
Department of Systems and Industrial Engineering
David Cook, PhD
Assistant Professor of Mechanical Engineering Technology
Department of Mechanical Engineering Technology
Christina Scherrer, PhD
Professor of Industrial Engineering
Department of Systems and Industrial Engineering

One of the basic and primary tools for

process improvement is a process map, also called a flow chart.

A process map is often the starting point for improvement efforts.

They can be used to demonstrate actions or procedures.

Before we can understand a process map, we need to understand what a process is.

A process is any activity,

usually a number of steps that receive an input and convert that input to an output.

This could include changing raw material into a component or finished product

in manufacturing, it could be the steps in the delivery of a service, or

it could be acting on information.

There are many types and variations of process maps.

Here we see five major types.

We will focus on the most basic.

There are also many different variations of process maps.

We'll discuss some of these in future modules.

The purpose of creating a process map is to gain an understanding

of a process so we can improve it.

Process maps are useful for documentation and for

training, for certification and other uses.

Process maps can help to eliminate written procedures by presenting them

in a visual schematic.

For high level business processes, That cross functional boundaries,

there often is no one person who knows the whole process.

This is why we need teams to map processes.

The participants in a process mapping exercise should include the people

who actually use the process on a daily basis.

An example of a business process map might be the process

of creating purchase orders.

Process maps are appropriate and necessary in nearly any process improvement effort.

They should be one of the first things that a process improvement team does.

It's important to map the process as it is actually being performed,

not the way it was designed or the way the manager thinks it's done.

We call this the current state map.

As we mentioned, there are many levels of processes.

We're going to talk about two, business processes and work processes.

Business processes tend to be high level processes like accounting,

customer service, etc.

They often cut across functional departments.

They also contain work processes.

Most processes are also interrelated, with outputs from business processes and

work processes being inputs for other processes Because business

processes are high level processes, they contain multiple work processes.

For example, accounting may include billing and tracking accounts receivable.

Each step in a business process may contain one or more work processes

which can be mapped separately and will provide much more detail.

There are a number of different shapes that can be used to create process maps,

and this may vary by industry.

These are some examples for manufacturing.

For our purposes, we will use only a few.

The level of information in a process map can vary, but

we are focused on the simplest form.

There are many different symbols that can be used, and

we're going to show how to map a process with just three symbols.

The symbol for the start or end of the process is an oval or

a square with rounded corners.

Inside this symbol, it may say start or end.

A square or a rectangle is the symbol for a process step.

Inside the symbol, you will name the step.

Decision points are a diamond shape.

They can only have two possible answers, like yes/no, or pass/fail.

Usually, one answer will lead to a continuation of the process and

the other answer will either end the process or redirect it.

If there are more than two possible outcomes,

you might need more decision points.

One easy way to map processes with a group is to use sticky notes.

As the steps develop, you can re-arrange as needed to get the right sequence.

A standard sticky note can be turned 45 degrees to use for a decision point.

When the team is done with the sticky note map,

it can be preserved by taking a picture.

For a more permanent and professional looking map, the information can be

easily transferred to one of many computer programs that have drawing tools.

This could be something like Microsoft Word or Excel,

using the drawing tools function.

There's also free software that will do this, such as Google Docs or Sheets,

or Open Office.

Visio is software that's designed specifically for this type of application.

This is an example of a simple process map.

In this case, it's someone's morning routine.

Yours is probably different, but it includes begin and end points,

a decision point, and multiple steps.

One of the biggest challenges for a process mapping team is determining

the appropriate level of detail and using it consistently.

There's no rule for this, it's a judgement call by the mapping team.

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