Recorded webinar: http://slidesha.re/1eYtbZM Part 2 - http://slidesha.re/17pgwcS Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo) Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/MBPMbk Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments. Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping. Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.

1. Company
LOGO
Metrics-Based Process Mapping
Part 1 of 3

2. 2
Karen Martin, Principal
Karen Martin & Associates
www.ksmartin.com
Mike Osterling, President
Osterling Consulting
www.mosterling.com
Chapter 12 –
Metrics-Based Process Mapping
(manual method)
Excel Tool for Archiving
Completed Maps
Available from Productivity Press, Amazon, or any
major bookseller
About Us

3. © 2010 Karen Martin & Associates 3
Metrics-Based Process Mapping:
Three-Part Series
Part 1: Document the current state
Part 2: Analyze the current state; design
and implement the future state
Part 3: Document the improved process

4. © 2010 Karen Martin & Associates
The Work We Do:
Degrees of Granularity
4
Value
Stream
Process Process Process
Step Step Step
Value Stream
Map
Micro
View
(Tactical)
Macro
View
(Strategic)
Metrics-Based
Process Map

5. © 2010 Karen Martin & Associates 5
Traditional Mapping Method:
Process Flow Chart
Where’s the quality? Where’s the time?

6. 6
How do we know what to improve?
Traditional Swim Lane Process Maps

7. © 2010 Karen Martin & Associates 7
What is a Metrics-Based Process Map?
 A visual process analysis and design tool, which integrates:
 Functional orientation of traditional swim lane process maps
 Key Lean time and quality metrics
 The office/service version of the standard work combination
sheets often used to improve manufacturing processes.
 Tool which highlights the disconnects / wastes / delays in a
process
 Keeps the improvement focus properly directed
 Serves as standard work for workforce training and process
monitoring

8. Metrics-Based Process Mapping
(MBPM)

9. © 2010 Karen Martin & Associates
When is the MBPM Used?
For current state analysis and future state
design during an office/service-based Kaizen
Event.
As a stand alone improvement tool.
 To avoid sub-optimizing, tie all improvements to a
strategic improvement plan such as a value stream
map.
9

10. © 2010 Karen Martin & Associates
Supplies Needed
36” wide white paper
Scissors & masking tape
3 x 6” post-its (multiple colors)
2 x 2” post-its (green and yellow)
Sharpie markers
A red or other brightly colored marker
Calculators
10

11. © 2010 Karen Martin & Associates
Mapping Preparation
 Select a skilled facilitator.
 Scope the process being mapped – opt for narrow
current state focus so you can explore deeply and
minimize variation.
 Select a cross-functional team of no more than 10.
 Process workers (30-50% of the team)
 Upstream suppliers
 Downstream customers
 Outside eyes
 Draw 6” wide swim lanes on the 36” paper.
 Pre-drawn lines – template available:
www.ksmartin.com/files/templates/MBPM_swimlanes.pdf
 Chalk line
 Manually draw
11

12. Step 1: Label the map
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names

13. Step 2: Label the Swim Lanes with the
Functions Involved in the Process
Process Name
Included/Excluded Conditions
Current State MBPM
Date
Facilitator and/or Team Names
Function A
Function B
Function C
Function D
Function E
Function F

14. Step
1
Step
2
Parallel Steps
(concurrent
activities)
Ticking clock
Step 3: Document all activities (steps) on
3 x 6” post-its; place sequentially

15. MBPM Post-it Conventions
Activity
(Verb / Noun)
Function that
performs the
task

16. Step #
Step 4: Number the Activities
Note: For parallel
activities, use
alpha modifiers --
e.g. 8A, 8B, etc.

17. # Staff
(if relevant)
Barriers to Flow
(if relevant)
• Batching
• Shared
resources
• System
downtime
• Etc.
PT (Process Time)
LT (Lead Time)
% Complete &
Accurate
Step 5: Add Step-specific information

18. © 2010 Karen Martin & Associates 18
Key Lean Metrics: Time
Process time (PT)
 The time it takes to actually perform the work, if one is
able to work on it uninterrupted
 Includes task-specific doing, talking, and thinking
 aka “touch time,” work time, cycle time
Lead time (LT)
 The elapsed time from the time work is made available
until it’s completed and passed on to the next person or
department in the chain
 aka throughput time, turnaround time, elapsed time
 Includes Process Time

19. © 2010 Karen Martin & Associates
Lead Time vs. Process Time
19
Lead Time
Work
Received
Work passed
to next step
Process Time
LT = PT + Waiting / Delays

20. © 2010 Karen Martin & Associates
Key Lean Metrics: Quality
%Complete and Accurate (%C&A)
 % time downstream customer can perform task without
having to “CAC” the incoming work:
 Correct information or material that was supplied
 Add information that should have been supplied
 Clarify information that should or could have been clear
 This output metric is measured by the immediate
downstream customer and all subsequent downstream
customers.
 If workers further downstream deem the output from a
particular step to be less than 100%, multiply their
assessment of quality with the previous assessments.
20

21. © 2010 Karen Martin & Associates 21
Metrics-Based Process Mapping:
Three-Part Series
Part 1: Document the current state
Part 2: Analyze the current state; design
and implement the future state
Part 3: Document the improved process

22. © 2010 Karen Martin & Associates 22
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Visit us on Twitter, LinkedIn, Facebook,
http://www.youtube.com/user/KarenMartinAssoc
For Further Questions