Quels sont les différents types de cartes de processus et quand devez-vous les utiliser ?

🤔 What are the different types of process maps and when should you use them? While there isn't a shortage of process map types, if you are reading this, you are potentially new(ish) to process mapping. The important part of process mapping is understanding first and foremost some best practices and standards for mapping a process. Here are some tips to avoid rookie mistakes! 1) Always have a title, author, creation date and version 2) Be consistent in how you create the map in terms of shapes, design and flow. Top to bottom and left to right is best 3) If you use colors, add a legend 4) Number your steps 5) Include the who is doing, what and where they are doing it in the steps. 👍 Like to support this

- Mapa de Processo de Alto Nível: Ideal para uma visão geral rápida do fluxo geral do processo. - Mapa de Processo Detalhado: Útil para identificar a sequência específica de atividades e entradas/saídas em cada etapa. - Mapa de Processo de Valor: Focado em atividades que agregam valor ao cliente, eliminando desperdícios. - Mapa de Processo de SIPOC: Destaca fornecedores, entradas, processos, saídas e clientes para compreensão abrangente. - Escolha do tipo de mapa depende dos objetivos específicos de melhoria contínua e análise de processos.

Operation process chart is the first and basic chart for recording and understanding material transformation task and it's inspection by operators or special inspectors.

Basic flowcharts are indeed a powerful tool for process mapping. They not only document the process but also stimulate critical thinking about each step, prompting questions like "Why is this step necessary?" or "Can this step be optimized?". This can lead to valuable insights for streamlining and simplifying the process, driving efficiency, and ultimately, driving improvement.

Functional teams should not underestimate the importance of documenting your process maps. This is critical to ensure that (1) there is uniform understanding, expectations, and application of processes across all team members, markets or teams; (2) drives consistency especially on documentation which is critical to peer reviews and audits; and (3) success is process-driven and minimizes risk as it is not tied to people (who can leave the organization at any time).

Value Stream maps are great overviews of what is being done in sequence. Metrics associated with the VSM will indicate where opportunities exists. Pro9cess Maps of those processes are then warranted. SIPOC is a great tool for forcing consideration of all components of the process map. My favorite type of process map is the Swimlane. Most opportunities occur when crossing lanes.

O fluxograma básico pode ser aplicado em processos de qualquer complexidade, é mais rápido em sua construção e alterações, traz símbolos básicos, estrutura linear e identificação rápida de etapas críticas e ineficiências, facilitando a leitura e o entendimento por pessoas de diferentes áreas e níveis.

Functional teams should not underestimate the importance of documenting your process maps. This is critical to ensure that (1) there is uniform understanding, expectations, and application of processes across all team members, markets or teams; (2) drives consistency especially on documentation which is critical to peer reviews and audits; and (3) success is process-driven and minimizes risk as it is not tied to people (who can leave the organization at any time).

A swimlane diagram is an invaluable tool in continuous improvement, especially within complex healthcare processes. By clearly delineating responsibilities across different roles or departments, it helps identify bottlenecks and inefficiencies, facilitating smoother handoffs and collaboration. This visualization aids in streamlining processes and driving efficiency, which is crucial for improving patient outcomes and operational performance in healthcare settings.

Some helpful tips for using swimlane diagrams for process mapping: 1) Identify Participants: Clearly define the various stakeholders or roles involved in the process. 2) Sequential Order: Arrange the lanes in a logical sequence that represents the order of activities within the process. 3) Clarity: Clearly label and describe each activity or task within the swimlanes. 4) Highlight Handoffs: Clearly mark where responsibility shifts between lanes. 5) Consistency: Use consistent shapes, colors, and symbols to represent specific actions, decisions, or outcomes. 6) Keep it Simple: Avoid overcrowding the diagram with too much detail by focusing on the main steps.

Here are a few key considerations that I found crucial for conducting a Value Stream Mapping (VSM): - Gain a clear understanding of the Voice of the Customer and the business impact of processes to effectively prioritize and select the process with the highest impact. - Ensure that your core team consists of individuals actively involved in the work, avoiding assumptions and guesswork about the current state process. - Implement a Plan-Do-Check-Act (PDCA) approach during VSM to enhance the effectiveness of the mapping process. - Establish quick wins and develop 30, 60, and 90-day plans, as this contributes to team morale and helps with stakeholder support. But maintain focus on the longer-term continuous improvement approach as well.

Value stream mapping is a powerful tool in the continuous improvement toolbox. It not only identifies the current state of a process but also helps envision an improved, streamlined future state. It's important to remember that the goal is not just to eliminate waste but to optimize the entire process to better meet customer needs. This tool can be applied to any process, not just manufacturing, making it versatile for various industries.

SIPOC offers a high-level project overview for strategic management and serves as process documentation. It works best when you need to create a shared understanding and alignment about the process among the employees as well as the stakeholders while establishing the scope for a project. However, SIPOC may not delve into the details required for comprehensive problem-solving. It is essential to combine SIPOC with other analytical techniques for a more comprehensive approach to process improvement. One tip to create a SIPOC is to perform it backwards starting from Customer and Outputs,Process (start and stop points), Inputs and Suppliers.

O mapa SIPOC traz uma visão macro do processo, com os elementos fundamentais envolvidos (fornecedores, entradas, processamento, saídas e clientes), para a compreensão clara do processo por todas as partes envolvidas. Por seu formato, facilita a identificação de quem é responsável por cada parte do processo e os resultados esperados, além das entradas e saídas críticas, auxiliando uma posterior análise mais detalhada.

A SIPOC diagram should be used at the beginning of a process improvement project to provide a high-level overview of the process. It helps in identifying and clarifying the process scope, understanding the inputs and outputs, and recognizing key stakeholders. By defining Suppliers, Inputs, Process, Outputs, and Customers, a SIPOC diagram ensures that all essential elements are considered and aligned. It is particularly useful in Six Sigma projects, Lean initiatives, and any scenario where a clear, shared understanding of the process is needed before diving into detailed analysis and improvements.

One of the tools I found very helpful is the Flow Process Chart. A Flow Process Chart is a visual representation that illustrates all the operations, transportation, inspections, delays, and storage activities that occur during a process. It includes the recording of the time required and the distance moved for each step. Flow process charts can track the activities of people, materials, or machines. It helped me in reducing the distance traveled by man and material, delay time, fixing the sequence of the operations, and comparing recent activities vs. standard. Flow Process Charts are valuable tools for process analysis and improvement, helping organizations enhance efficiency, reduce waste, and maintain consistent performance standards.

Another useful tool is the Spaghetti Diagram. This is useful when trying to determine the amount of people movement within a process. You observe the associate(s) involved in the process and for each movement, say from machine A to a control panel, you draw that movement in the form of a line on a map or diagram of the area. By the end of the day, you have key findings to show where heavy movement occurs and helps when wanting to restructure a process flow.