A systems-view-of-process-mapping

A
Systems
View
of

Value
Stream
and
Process
Mapping

New
Tool
Combinations
for
New
Understanding

Dennis
M.
Sergent

Sergent
Results
Group

12/31/15
1

*  Mapping
helps
us
discover
the
ﬂow
of
value

*  And
the
roadblocks
of
waste

*  Documenting
the
tactical
process

*  Helps
us
understand
the
impact
on
the
customer

*  Process
mapping

*  Quality
ﬂow
diagrams

*  Value
stream
mapping

*  Improves
the
target
processes

*  Too
often
in
isolation
of
the
impact
on
the
system

*  Sub-‐optimizes
the
overarching
system

Why
This
is
Important

12/31/15
2

*  Deming’s
System
of
Profound
Knowledge
©

*  “A
system
is
a
network
of
interdependent
components
that

work
together
to
try
to
accomplish
the
aim
of
the
system.”

SoPK
©
is
Context
of
Our
Systems

12/31/15
3

Appreciation
for
A
System

“A
system
must
have
an
aim.
Without
an
aim,
there
is
no
system.

A
system
must

be
managed.
It
will
not
manage
itself.

Management
of
a
system
requires

knowledge
of
the
interrelationships…
The
secret
is
cooperation
between

components
toward
the
aim
of
the
organization.”

APPRECIATION

FOR
A
SYSTEM

12/31/15
4

Understanding
Variation

“If
I
had
to
reduce
my
message
for
management
to
just
a
few
words,
I’d
say

it
all
had
to
do
with
reducing
variation.”

Common
Cause
Variation
Characteristics:

• Each
factor
contributes
a
small
amount
to
the
total
variation.

• No
one
cause
contributes
significantly
more
than
any
other.

• All
data
are
relevant
for
generating
improvement.

• Asking
“What
happened?”
is
a
low-‐yield
and
costly
strategy..

Special
Cause
Variation
Characteristics:

• Temporarily
or
sporadically
disturb
a
process.

• Special
cause
is
not
always
present,
it
comes
and
goes.

• Different
special
causes
affect
the
process
in
different
ways
–

some
affect
one
data
point,
others
affect
many
points.

• Can
be
identified
and
is
generally
not
a
normal
part
of
the
work.

• Management
asking
“What
happened?”
is
a
useful
strategy.

• Special
cause
has
a
more
pronounced
effect
than
any
single
common
cause.

UNDERSTANDING

VARIATION

12/31/15
5

Theory
of
Knowledge

“The
theory
of
knowledge
teaches
us
that
a
statement,
if
it
conveys

knowledge,
predicts
future
outcomes,
with
risk
of
being
wrong,
and
that
it

ﬁts
without
failure
observations
of
the
past.”

“There
is
no
substitute
for

knowledge.”

The
P-‐D-‐S-‐A
(Plan,
Do,

Study,
Act)
cycle
of

learning
and
improvement

is
a
method
of
developing

knowledge.

THEORY
OF

KNOWLEDGE

12/31/15
6

Psychology

PSYCHOLOGY

“A
leader
of
transformation,
and
managers
involved,
need
to
learn
the
psychology

of
individuals,
the
psychology
of
a
group,
the
psychology
of
society,

and
the
psychology
of
change.”

“We
must
restore
the
individual
and
do
so
in
the

complexities
of
interactions
with
the
rest
of
the
world.”

“There
will
be
joy
in
work
because
people
will

understand
what
their
jobs
are.
Who
depends
on
me?

Whom
do
I
depend
on?”

“Performance
of
the
individual
can
not
be
measured,

except
possibly
on
a
long-‐term
basis
[15-‐20
years].”

“Some
extrinsic
motivation
helps
to
build
self-‐esteem.
But
total
submission
to

extrinsic
motivation
leads
to
destruction
of
the
individual.”

12/31/15
7

*  Deming’s
System
of
Profound
Knowledge
©

*  “A
system
is
a
network
of
interdependent
components
that

work
together
to
try
to
accomplish
the
aim
of
the
system.”

SoPK
©
is
Context
of
Our
Systems

12/31/15
8

*  Processes
must
serve
the
paying
customer

*  Processes
must
also
serve
the
system
they
belong
to

*  Improvement
of
the
parts
of
the
system
in
isolation

optimizes
the
parts
and
destroys
the
system

Systems
Deﬁned
by
Interdependence

12/31/15
9

*  System
maps
can
link
processes
to
each
other

*  Helps
us
see
and
document
the
interactions

*  And
interdependencies
of
all
the
components

*  It
also
documents
the
management
operating
system

*  Links
aim
and
values
of
the
organization
to
strategies

*  Links
strategies
to
the
tactics
through
the
processes

*  Leading,
directing
&
guiding

*  Customer
value
producing

*  Support

*  This
method
resolves
the
deﬁciency

There
Are
Models
and
Methods

12/31/15
10

*  Deﬁnition:
A
Management
Operating
System
(often

abbreviated
"MOS")
refers
to
the
system
of
controls,

communication
and
activity
used
to
achieve
organizational

goals
and
objectives.

*  Similar
to
a
computer’s
operating
system

*  It
serves
as
the
language
of
the
whole
enterprise

*  Links
leadership,
management
and
team
behavior

*  To
the
aim
and
common
purpose
of
the
organization

*  Serves
as
a
useful
point
of
reference
to
every
task

*  In
every
process

*  Uniﬁes
our
behaviors
to
the
aim
and
constant
purpose

A
Management
Operating
System?

12/31/15
11

*  Deming’s
“Production
Viewed
As
A
System
Diagram

*  Initially
shared
with
JUSE
in
1950

*  Figure
1,
Page
4
of
“Out
of
the
Crisis”
in
1982

*  Improved
along
the
way

*  Stage
0
Innovation
added
later

*  Figure
6,
Page
58
of
“The
New
Economics”
in
1993

*  Reﬂects
“Generation
of
Ideas”

*  See
next
slide
/
page

Deming’s
1950
Innovation

12/31/15
12

Deming’s
1950
Innovation

12/31/15
13

*  Adopted
in
many
industries
over
65
years,
and
not
just
in

Japan

*  Manufacturers

*  Postal

*  Telecom

*  Adapted
by
others

*  API
–
Associates
in
Process
Improvement

*  Ameritech

*  Force
Protection
Industries,
Inc.

*  Jet-‐Hot,
Inc.

*  Peaker
Services
Inc.

*  You
probably
know
others

Adopted

and
Adapted

12/31/15
14

*  API
–
Associates
in
Process
Improvement

*  Linkage
of
Processes

*  Peaker
Services
Inc.

*  Linkage
of
Processes

*  Force
Protection
Industries
&
Jet-‐Hot

*  Management
Operating
System

*  Ameritech
&
Others

*  Management
Operating
System

*  Often
Used
In
Consulting
Work

*  System
Map
-‐
Documentation

Highly
Recommended

12/31/15
15

*  Our
systems
are
complex

*  A
system
map
helps
us
see
the
major
dependencies

*  The
interactions
are
numerous

*  And
helps
us
document
them

*  It
helps
us
see
the
bigger
picture
in
our
daily
work

*  System
maps
help
us
see
the
strategy
we
are
working
in

*  It
helps
us
look
beyond
the
short
term
tactical

*  To
see
the
long
term
aim
in
everything
we
do

*  Deﬁnes
how
our
work
supports
a
shared
future

Why
This
Is
Important
to
All
of
Us

12/31/15
16

*  A
number
of
examples
follow
from:

*  Jet-‐Hot

*  Force
Protection
Industries

*  State
of
Michigan

Examples

12/31/15
17

Jet-‐Hot
Examples

12/31/15
18

*  Jet-‐Hot’s
Flow
Diagram
Contains
All
the
Elements
of

Deming’s
Figure

*  Zero
“0th”
Stage
of
Innovation

*  Design
&
Redesign

*  Inputs
from
Suppliers

*  Conversion
Processes

*  Outputs
&
Outcomes
to
Customers

Similarities
to
Deming’s
System
Flow

12/31/15
19

*  Jet-‐Hot’s
Flow
Diagram
Contains
Additional
Elements

*  Metrics
&
Measures

*  Chosen
&
Imposed
Inputs

*  Desired
&
Undesired
Outcomes

*  Boundaries

*  Span
of
Inﬂuence
/
Span
of
Control

*  Starting
State
and
Ending
State

*  Process
Flow
Symbols

*  Job
Aids

*  Value
Added
and
Non-‐Value
Added
Process
Indicators

Diﬀerences
from
Deming’s
System
View

12/31/15
20

*  Jet-‐Hot
has
acted
on
Deming’s
Model
of
Production

*  This
is
how
they
manage
their
business

*  It
is
a
model
that
unites
the
board
room
and
management
and

the
shop
ﬂoor

*  The
president
teaches
the
operating
system
to
everyone

*  They
teach
the
management
operating
system
to
everyone

else

*  Along
with
the
theory
&
tools
of
Deming’s
System
of

Profound
Knowledge©

Jet-‐Hot’s
Model

12/31/15
21

*  They
teach
the
operating
system
to
everyone
in
the

company
along
with
the
theory
&
tools
of
SoPK

*  1
Week
each
year
for
every
worker

*  Even
4
hours
for
temporary
receptionists

*  They
use
the
management
operating
system
to
manage

production
and
lead
the
work

*  Leadership
at
every
process

*  Management
at
every
process

*  Process
improvement
at
the
place
where
work
is

done

*  Where
value
is
added

Jet-‐Hot’s
Operating
System

12/31/15
22

Jet-‐Hot
Example

12/31/15
23

*  Depicts
the
interdependency
and
connection
of
the

parts
to
the
whole

*  Circular
graphic
on
IT
system
is
a
linkage
to
the
metrics

*  Linkage
from
system
view
to
lower
level
detail
is
“in”
the

graphic

*  And
so
on
until
you
get
to
the
Process
Flow
Diagram

*  There
is
linkage
to
other
processes
and
job
aids

*  Job
aids
also
include
FMEA
linkage
to
inform
further
process

improvements
and
learning

Jet-‐Hot’s
System
View

12/31/15
24

Force
Protection
Example

12/31/15
25

*  Central
concept
is
the
same
for
Force
Protection
Ind.

*  The
name,
the
aim,
the
processes
are
diﬀerent
than
Jet-‐Hot’s

processes

*  A
management
operating
system
unique
to
their
enterprise

*  With
their
processes,
applicable
to
their
business

*  Applied
with
the
SoPK

Force
Protection
Industries
-‐
Example

12/31/15
26

Software
has
been
developed
to
link
processes

*  At
some
additional
expense

Linkage
of
processes
to
the
system

*  In
graphics
and
data
together
allow
us
to
see
the
system‘s

complexities

*  With
knowledge
of
SoPK,
this
becomes
a
way
to
organize
the

chaos
into
actionable
predictions
and
improvements

Made
ever
more
accessible
in
MS
Excel

*  A
number
of
examples
follow
from
a
State
of
Michigan
system

State
of
Michigan
Examples

12/31/15
27

*  The
challenge
was
to
develop
a
new
way
of
looking
at

eighteen
(18)
processes
serving
the
same
aim

“No
Wrong
Door”
System

12/31/15
28

*  The
ﬁrst
step
is
to
document
the
name
of
the
system

*  Then
document
the
aim
and
values
of
the
system

*  These
details
deﬁne
the
long
term
purpose
of
the
organization

*  Strategies
can
be
labeled
here

*  And
articulated
through
linking
in
the
Excel
worksheet

Name
and
Aim
of
“No
Wrong
Door”

12/31/15
29

*  The
next
step
is
to
document
the
directing,
guiding

and
leadership
processes

*  These
may
vary
some
from
organization
to
organization

*  Strategies
may
also
be
documented
here
and
explained

through
linking
to
other
worksheets
or
documents

*  Can
track
balanced
scorecard
measures
in
worksheet
too

“No
Wrong
Door”
Directing
Processes

12/31/15
30

*  Production
of
Products
or
Services

*  These
should
vary
from
organization
to
organization

*  Processes
and
value
stream
maps
should
be
documented
here

and
linked
to
detailed
VSM
worksheets

*  Can
track
performance
measures
too

“No
Wrong
Door”
Mainstay
Processes

12/31/15
31

*  Supporting
Services
and
Processes
(Only
1
Depicted)

*  These
should
vary
from
organization
to
organization

*  Processes
and
value
stream
maps
should
be
documented
here

and
linked
to
detailed
VSM
worksheets

*  Excel’s
Worksheet
Navigation
at
Bottom
of
Window

*  Enable
quick
access
to
details
behind
this
system
map

*  Value
stream
maps,
aim,
value,
strategy
details
can
be
embedded

within
the
worksheets
or
linked
to
outside
resources

“No
Wrong
Door”
Support
Processes

12/31/15
32

The

System
View

Numerous

Process
Views

Integrates

12/31/15
33

*  Our
systems
are
complex

*  A
system
map
helps
us
see
the
major
dependencies

*  The
interactions
are
numerous

*  And
helps
us
document
them

*  It
helps
us
see
the
bigger
picture
in
our
daily
work

*  System
maps
help
us
see
the
strategy
we
are
working
in

*  It
helps
us
look
beyond
the
short
term
tactical

*  To
see
the
long
term
aim
in
everything
we
do

*  Deﬁnes
how
our
work
supports
a
shared
future

*  And
helps
us
organize
and
retrieve
the
details
to
manage
and

lead
the
system’s
transformation

Why
This
Matters
to
All
of
Us

12/31/15
34

*  The
New
Economics
and
Out
of
the
Crisis

*  W.
Edwards
Deming

*  On
Purposeful
Systems

*  Russell
L.
Ackoﬀ
&
Fred
Emery

*  Quality
as
a
Business
Strategy

*  Lloyd
Provost,
Tom
Nolan,
Ron
Moen,
Jerry
Langley,
Kevin
Nolan,
Cliﬀ
Norman
-‐

Associates
in
Process
Improvement
(API)

References

12/31/15
35

THANK
YOU!

Dennis
M.
Sergent
–
517-‐285-‐5500

dsergent@ameritech.net

dmsergent7352@icloud.com

Sergent
Results
Group

12/31/15
36

A systems-view-of-process-mapping

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