Provide an example of a process ( break it down to detail tasks and activities, for example add account recievable and payable when you sell the product or when you buy components to produce the product. Try to be as detail as possible). Draw a Flowchart for your process and then Analyze it based on guidelines on Page 44.

- Flowcharts provide an opportunity for the stakeholders of a process to identify the problematic steps in the process (starbursts). Fundamentals of Analyzing a Process One of the best methods to define and analyze a process is a flowchart. We discuss flowcharts in detail in this section. How Do We Analyze Flowcharts? Process improvers can use a flowchart to change a process by paying attention to the follow. ing five points: 1. Process improvers find the steps of the process that are weak (for example, parts of the process that generate a high defect rate). 2. Process improvers improve the steps of the process that are within the process owne''s control; that is, the steps of the process that can be changed without higher approval than the process owner. 3. Process improvers isolate the elements in the process that affect customers. 4. Process improvers find solutions that don't require additional resources, 5. Process improvers don't have to deal with political issues. If these five conditions exist simultaneously, an excellent opportunity to constructivelymodify a process has been found. Again, process improvements have a greater chance of succes if they are either nonpolitical or have the appropriate political support, and either do ot require capital investment or have the necessary financial resources. Other questions that the process improver can ask are the following: - Why are steps done? How else could they be done? - Is each step necessary? - Is it value added and necessary? Is it repetitive? - Would a customer pay for this step specifically? Would the customer notice if it's gone? - Is it necessary for regulatory compliance? - Does the step cause waste or delay? - Does the step create rework? - Could the step be done in a more efficient and less costly way? - Is the step happening at the right time? (sequence) - Could this step be done in parallel with another step to cut cycle time? - Are the right people doing the right thing? - Could this step be automated? - Does the process contain proper feedback loops? - Are roles and responsibilities for the process clear and well documented? - Are there obvious bottlenecks, delays, waste, or capacity issues that can be identified and removed? -What is the impact of the process on stakeholders? Things to Remember When Creating and Analyzing Flowcharts n Work with people who really know and live the process such as front-line employees. Managers may think they know how it works, or how it is supposed to work, but those on the front lines can tell you how it really works. - Make people understand you are only there to help. The last thing you want people to think is that their jobs may be in jeopardy if the process gets improved so much that it is no longer necessary. You are there to help them do their jobs better, not to eliminate them. Explain they have employment security, not job security, Job security leads to redundancy and unnecessary work; for example, if a unionized electrician knocks a water pipe loose, she can't fix it due to union rules. A plumber must be called in to fix it and much damage could resalt in the factory in the interim. However, if employees are guaranteed employment and wage security, they are more open to cross-training and the preceding scenario would not happen. - Start high level to identify major components of the process; then drill down. - Keep asking questions, and question everything. - Involve enough people so you get a complete understanding of the process. - Validate and verify with key stakeholders to make sure the process is understood. - Keep the flowchart as simple and understandable as possible so anyone can follow it. - Walk the process from front to back (process owner's point of view) and from back to front (eustomer's point of view). - Focus on the needs of the customer. - Only improve processes with data and facts. - Flowcharts provide an opportunity for the stakeholders of a process to identify the problematic steps in the process (starbursts). Fundamentals of Analyzing a Process One of the best methods to define and analyze a process is a flowchart. We discuss flowcharts in detail in this section. How Do We Analyze Flowcharts? Process improvers can use a flowchart to change a process by paying attention to the follow. ing five points: 1. Process improvers find the steps of the process that are weak (for example, parts of the process that generate a high defect rate). 2. Process improvers improve the steps of the process that are within the process owne''s control; that is, the steps of the process that can be changed without higher approval than the process owner. 3. Process improvers isolate the elements in the process that affect customers. 4. Process improvers find solutions that don't require additional resources, 5. Process improvers don't have to deal with political issues. If these five conditions exist simultaneously, an excellent opportunity to constructivelymodify a process has been found. Again, process improvements have a greater chance of succes if they are either nonpolitical or have the appropriate political support, and either do ot require capital investment or have the necessary financial resources. Other questions that the process improver can ask are the following: - Why are steps done? How else could they be done? - Is each step necessary? - Is it value added and necessary? Is it repetitive? - Would a customer pay for this step specifically? Would the customer notice if it's gone? - Is it necessary for regulatory compliance? - Does the step cause waste or delay? - Does the step create rework? - Could the step be done in a more efficient and less costly way? - Is the step happening at the right time? (sequence) - Could this step be done in parallel with another step to cut cycle time? - Are the right people doing the right thing? - Could this step be automated? - Does the process contain proper feedback loops? - Are roles and responsibilities for the process clear and well documented? - Are there obvious bottlenecks, delays, waste, or capacity issues that can be identified and removed? -What is the impact of the process on stakeholders? Things to Remember When Creating and Analyzing Flowcharts n Work with people who really know and live the process such as front-line employees. Managers may think they know how it works, or how it is supposed to work, but those on the front lines can tell you how it really works. - Make people understand you are only there to help. The last thing you want people to think is that their jobs may be in jeopardy if the process gets improved so much that it is no longer necessary. You are there to help them do their jobs better, not to eliminate them. Explain they have employment security, not job security, Job security leads to redundancy and unnecessary work; for example, if a unionized electrician knocks a water pipe loose, she can't fix it due to union rules. A plumber must be called in to fix it and much damage could resalt in the factory in the interim. However, if employees are guaranteed employment and wage security, they are more open to cross-training and the preceding scenario would not happen. - Start high level to identify major components of the process; then drill down. - Keep asking questions, and question everything. - Involve enough people so you get a complete understanding of the process. - Validate and verify with key stakeholders to make sure the process is understood. - Keep the flowchart as simple and understandable as possible so anyone can follow it. - Walk the process from front to back (process owner's point of view) and from back to front (eustomer's point of view). - Focus on the needs of the customer. - Only improve processes with data and facts