ASQ Fellows are recognized as experts within the quality field because to attain this status one must publish, train, present, serve, and attain a certain level of profession prominence. One of the distinct privileges of being a Fellow is being invited to share knowledge and expertise. This month I have the honor to speak at the ASQ Columbus (Ohio) Section’s annual conference; a one-day conference that has consistently drawn over 150 attendees. To address this year’s theme, “What is in Your Toolbox?”, I chose to speak about the seven basic quality tools. ASQ identifies the basic quality tools as: data collection sheets, histograms, Pareto charts, scatter diagrams, cause and effect diagrams, flow charts/process maps, and control charts. A Google search on “ASQ seven basic quality tools” will provide you an extensive and exhaustive source of valuable information; please do so.
In my 30+ years’ experience as a quality professional I have used all of these tools, some a few times but most on innumerable occasions. Unlike my children, I have a favorite, the process map because I have found it simple to use, easy to explain and frankly, most helpful to me, especially when facilitating Kaizens and Lean Six Sigma projects. For those who do not know, ASQ’s quality glossary defines flow chart as “a graphical representation of the steps in a process.” Simply, it is a visual depiction of each step of a process, shown in sequential order. It shows how the input(s) of a process are transformed into the output(s).
Process maps are similar to flow charts but generally provide more detail; I describe a process map “as a flow chart on steroids.” When I create a process map, I typically use Post-It notes and lay out the flow, step-by-step, and then go back and add pertinent information describing who or what (if automated) performs the task, how the task is performed (Is it a discussion? Is it an email? etc.), what equipment/tools is used (e.g. phone, specific software, etc.), what documents are used (Form XYZ, Procedure 123, etc.). If applicable, I also include the metrics associated with each process step, and lastly document relevant information, notes, etc.
Why is the process map my favorite tool? There are several reasons. First and foremost, it provides me a visual representation of the process which allows me to quickly understand what is happening. Often, I am asked to facilitate a Kaizen and Lean Six Sigma project in order to help associates within my company solve a difficult problem. On the first day of a project, I know little to nothing about my coworker’s process but after creating a process map within an hour or two, I know exactly what is happening. The completed process map shows the inputs, each step of the process, who does what, how they do it, what tools and documents they use, what metrics are tracked, the process outputs, etc. Typically, once seeing the entire process laid out in front of them, the process owner(s) will also gain a better understanding of the intricacies of their process.
Upon reviewing a process map, one should be able to identify waste, bottlenecks, delays, redundancies, illogical sequences, gaps and disconnects, and opportunities for both errors and improvement. Identifying these pain points is one advantage for taking the time to create a process map. Often, once the process map has been created, process owners will return to work and make quick adjustments in order to immediately make an improvement. Simple and easy fixes that can add value without causing harm may be done anytime during a Lean Six Sigma project; there is no need to wait until project completion in order to make a change that will better serve the customer.
Besides gaining a complete understanding of the process and quick wins, the other reasons that the process map is my favorite tool are its simplicity and the fact they are fun to create! Formal training is not required to create or work with a process map because it only takes a few minutes, probably less, for people to understand the concept of laying out sequential flow. The fun part is unraveling the puzzle. You start with a blank sheet (or conference room wall) and then methodically work through process by slapping up Post-It notes. These sticky notes allow for quick adjustments in case one forgets a step, or wishes to break down a task into more detail.
Where can you find more information about process maps and the other basic quality tools? I always start with ASQ. Not only does ASQ’s quality glossary provides an extensive list of information but ASQ’s web site has information on e-learning and face-to-face training courses, webcasts, articles, books, and much, much more.
My advice to those who wish to make improvements within their organization is to start by using the basic quality tools; move on to the more complexity quality tools when it is necessary. You will see that creating and analyzing a process map will do wonders quickly and easily. Keeping it simple is always best. Good luck with your continuous improvement efforts.
