Chalmers St – Consulting

Visualize the Discovery

So far in my discussion on the process of discovery I have focused on methods of collection. Specifically, process observation, interviewing people, and performing frequent waste walks. Discovery goes further than collection. We have to visualize the information that has been discovered and we have to communicate it. The most powerful tool for this purpose is the process map.

 

There are many types of process maps. The one that I will focus on for this discussion is the “Functional Deployment Map” more often referred to as the “Swim Lane Map.” Now before I dive in (no pun intended) to the structure of these maps, it is important to share the tasks required to create this type of map. If you are not already familiar, I will let you do your own research on the common knowledge for drawing up the boxes and the lines necessary to produce a map. I would like to highlight a few of the more challenging components in developing a process map

 

  1. Messy charts lead to poor understanding. Make sure that there is flow in the visual. I generally avoid backtracking unless I really need to squeeze something onto a small piece of paper.
  2. Numbering the boxes is very useful. If you are working on this in a Kaizen Event it is very easy to say, “let’s look at box 30.”
  3. Keep wording concise. A process map is not intended to be a work instruction.
  4. Color coding helps draw the reader’s eyes to crucial parts of the map, such as decision notes. 
  5. Utilize consistent visuals. This will help with understanding. Refer to point #1.

 

Now that we know how to create the map, I want to point out the most important information as it relates to the process of discovery. First, the Swim Lane Map allows us to gain a common and aligned understanding of the process. Aligned understanding is what discovery is all about! Additionally, it visualizes two of the areas where processes fail the most: 

1) Making decisions 

2) Handing off work between functional groups. 

 

Decision nodes are the diamond shapes on the map. When you capture the process it is important to find where people have to make decisions in the process. When you review the process with people you want to search for mistakes that are made in decision making. I ask the question, “what mistakes are most often made at this decision point.” and “how is the person making the decision trained to make the right decision?” and “what is the information required to make a good decision?” and “is that information ever missing, poor, or incorrect?” This discussion always deepens the discovery process, uncovering pain points and opportunities for improvement. 

 

I also spend time discussing the handoffs in the process. On a Swim Lane Map this is where an arrow crosses a boundary between two functions. Handoffs are often a place of miscommunication and missed expectations. I like to ask, “what information does the preceding step require?” and “does the function that is handing off understand the preceding function’s expectations?” and “are there established service levels between the two functions?” and “what happens if these service levels are missed?” It is often the case that the functions have never discussed what is needed. Each has their own procedures that end with the completion of their work without regard for the actual needs of the preceding step. When I teach this I like to ask department heads “who is your internal customer?” then “how do you know if your internal customer is happy?” The typical response is that they only know when someone complains, which means they only know that someone is unhappy. This discussion is a gold mine for new opportunities and process gaps. 

 

I absolutely love reviewing process maps in large groups. I find the review of process maps amazing as people open their eyes to the big picture of the process without the typical silos of functional boundaries. We have held day-long sessions reviewing maps that require large plots that are plastered all over the walls of a Kaizen room. It is common to hear people say, ”I didn’t know that the XYZ team was responsible for this.” or “wait, who is supposed to be putting that together? You mean no one in the room has assigned ownership?” My favorite is when people say, “I can’t believe it takes so many steps to get our work done. There has to be a more efficient way to do this.” This exasperation often leads to the motivation required to tackle the laundry list of gaps that we found through the visualization step of our process discovery.

 

One final note on process mapping, I worked with a manufacturing engineering leader long ago that would get frustrated by my requirement to create a new process map every time we started a new improvement project. This individual would say, “We already have the process documented as part of our ISO9000 standard; you are asking me to do work that is already complete.” There are two reasons why this thinking is wrong. First, a process map needs to represent the best illustration of how the process actually works. Just because we did a process map on this two years ago for an ISO audit does not mean that it is representative of the current way of doing things. Second, the same process can be captured on paper in many different ways. We may dive deeper to understand a specific problem area. We may scope it more broadly to capture additional functions. The scope of the project will always require a new map that highlights the specific areas of need for the project. This requires a new map. 

 

Sadly, I was not successful in convincing the person of value. It often became a problem only once they began executing improvements. It is too late at that point. Ultimately, it was not an argument that I needed to win. The evidence was there in the lack of execution of new improvements. Process visualization is tedious, but powerful in creating a shared understanding. Don’t question whether or not it is necessary, “in this case,” just do it.