Process Mapping and Flowcharts: Six Sigma Black Belt Measure Phase Guide

Process Mapping and Flowcharts in Six Sigma

Process mapping and flowcharts are fundamental tools in the Six Sigma Measure Phase, providing visual representations of how work actually flows through an organization. This guide will help you understand, master, and excel at exam questions on this critical topic.

Why Is Process Mapping and Flowcharts Important?

Process mapping and flowcharts serve several critical purposes in Six Sigma projects:

• Visibility and Understanding: They provide a clear visual representation of how work flows, making it easier to identify where problems occur and where value is added or lost.
• Communication: Flowcharts enable effective communication across teams and departments by providing a standardized visual language that everyone can understand.
• Baseline Establishment: Mapping the current state (As-Is process) establishes a baseline against which improvements can be measured.
• Problem Identification: Visual representation makes it easier to spot bottlenecks, redundancies, delays, and non-value-added activities.
• Standardization: Process maps help standardize procedures and ensure consistency across the organization.
• Data Collection: They guide where and what data should be collected during the Measure phase.
• Root Cause Analysis: Detailed process maps facilitate easier identification of where defects originate and what causes variation.

What Are Process Mapping and Flowcharts?

Process Mapping is the systematic representation of a process showing all its steps, decision points, inputs, outputs, and participants. It documents how work is performed from start to finish.

Flowcharts are visual diagrams that use standardized symbols to represent the sequential flow of a process. They show the logical sequence of activities and decisions required to complete a process.

Types of Process Maps

• High-Level Process Map (SIPOC): Shows Suppliers, Inputs, Process, Outputs, and Customers at a high level, typically containing 4-7 main process steps.
• Detailed Process Map: Breaks down each major step into sub-steps, showing more granular activities and decision points.
• Value Stream Map: Focuses on the flow of materials and information, highlighting value-added versus non-value-added activities.
• Cross-Functional Flowchart (Swimlane Diagram): Shows which department or person is responsible for each step in the process.

Common Flowchart Symbols

• Oval/Ellipse: Represents the Start or End of a process
• Rectangle: Represents a Process Step or Activity
• Diamond: Represents a Decision Point or Gate
• Parallelogram: Represents Input or Output (data or material)
• Arrows: Show the direction of process flow
• Circle: Often used to represent a waiting or holding area
• Document Symbol: Represents a document or record

How Process Mapping and Flowcharts Work

Step 1: Define the Process Boundaries

Clearly identify where the process starts (the trigger or initiating event) and where it ends (the final output or outcome). Determine which process you will map and establish clear scope boundaries.

Step 2: Identify All Process Steps

Work with process owners and subject matter experts to identify every step in the process. Include:

• Primary activities and tasks
• Decision points and gates
• Inputs and outputs at each step
• Rework or recycling loops
• Waiting or queue time

Step 3: Gather Data About the Process

Collect information about:

• How long each step takes (cycle time)
• Who performs each step (responsibility)
• What inputs are required
• What outputs result
• Where delays or bottlenecks occur
• Whether steps add value or not

Step 4: Draw the Flowchart

Using appropriate symbols, create a visual representation of the process flow. Ensure:

• Steps flow logically from top to bottom and left to right
• All decision paths are shown
• All possible outcomes are included
• The chart is clear and easy to follow

Step 5: Validate the Flowchart

Verify accuracy with process participants and stakeholders. Ask:

• Is this how the process actually works?
• Are all steps included?
• Are decision criteria clear?
• Can someone unfamiliar with the process follow it?

Step 6: Analyze the Process Map

Once the flowchart is created, analyze it to identify:

• Non-Value-Added Activities: Steps that don't contribute to customer requirements or organizational goals
• Bottlenecks: Steps that slow down the entire process
• Rework Loops: Places where work must be redone
• Decision Points: Areas of variability or potential defect sources
• Handoffs: Transfers between departments or individuals that may introduce delay or error

Key Concepts in Process Mapping

Value-Added vs. Non-Value-Added Activities

Value-Added Activities are those that:

• Transform the product or service
• Are something the customer is willing to pay for
• Are done right the first time
• Move the process toward completion

Non-Value-Added Activities include:

• Waiting or queue time
• Inspection or verification
• Rework or correction
• Transportation or movement
• Storage or filing
• Administrative or approval steps that add no customer value

Cycle Time vs. Process Time

Cycle Time: The total time from the start of one unit to the start of the next unit (throughput time)

Process Time: The actual time spent working on an individual unit (excludes wait time)

Lead Time

The total elapsed time from when a customer places an order until they receive the product or service. This includes both process time and non-value-added wait time.

Process Mapping Tools and Techniques

SIPOC Diagram

A high-level process map that identifies:

• Suppliers: Who provides inputs to the process
• Inputs: What materials, information, or resources are needed
• Process: The main steps of the process (typically 4-7 steps)
• Outputs: What the process produces
• Customers: Who receives the output or is affected by the process

Value Stream Mapping

A more detailed technique that includes:

• Timeline showing cycle time for each step
• Identification of value-added vs. non-value-added time
• Material and information flows
• Inventory and queue levels
• Opportunities for improvement

Swimlane or Cross-Functional Flowchart

Divides the flowchart into horizontal or vertical lanes, with each lane representing a different department, function, or person. This clearly shows:

• Who is responsible for each step
• Where handoffs occur between departments
• Where communication or approval is needed
• Where delays due to coordination might occur

How to Answer Exam Questions on Process Mapping and Flowcharts

Question Type 1: Identifying Process Steps

Example Question: Which of the following best describes a non-value-added activity in a process?

How to Answer:

• Recall the definition: Non-value-added activities don't transform the product or service and aren't what customers pay for
• Look for keywords like: waiting, inspection, rework, transportation, storage, approval
• Eliminate value-added activities (those that transform the product or are directly requested by customers)
• Select the option that represents a step that adds cost or time without adding value

Question Type 2: Interpreting Flowcharts

Example Question: In the provided flowchart, what symbol is used to represent a decision point?

How to Answer:

• Recall the standard flowchart symbols
• Remember that a diamond shape represents a decision point or gate
• Verify that the decision point leads to multiple possible paths
• Select the correct symbol from the options provided

Question Type 3: Process Improvement Opportunities

Example Question: Based on the process map, which activity presents the greatest opportunity for improvement?

How to Answer:

• Analyze the flowchart for bottlenecks, non-value-added activities, or lengthy cycle times
• Look for steps marked as non-value-added or those showing long delays
• Consider which improvement would have the greatest impact on overall process performance
• Use Six Sigma principles (eliminate waste, reduce variation, improve flow)

Question Type 4: Swimlane Diagram Analysis

Example Question: In the swimlane diagram, at which point does a handoff between departments occur?

How to Answer:

• Look for arrows that cross from one lane to another
• These represent handoffs between departments or functions
• Note that handoffs are often sources of delay or error
• Count the number of handoffs as an opportunity for simplification

Question Type 5: SIPOC Identification

Example Question: In a SIPOC diagram for a customer order process, who would be identified as the customer?

How to Answer:

• Remember SIPOC stands for Suppliers, Inputs, Process, Outputs, Customers
• Customers are those who receive the output or benefit from the process
• In a SIPOC, customers may be external (end consumers) or internal (next department)
• Look for who receives the final output of the process

Exam Tips: Answering Questions on Process Mapping and Flowcharts

Tip 1: Know the Standard Symbols

Memorize the standard flowchart symbols before the exam. You will likely encounter questions asking you to identify or interpret symbols. Create a quick reference card with:

• Oval/Ellipse = Start/End
• Rectangle = Process Step
• Diamond = Decision Point
• Parallelogram = Input/Output
• Arrows = Flow Direction

Tip 2: Understand the Difference Between As-Is and To-Be Processes

In exam questions, carefully distinguish between:

• As-Is Process: How the process currently operates (current state)
• To-Be Process: How the process will operate after improvements (future state)
• The question may ask you to identify improvements by comparing the two

Tip 3: Always Consider the Customer Perspective

When analyzing process maps, always ask: What does the customer value? This helps you:

• Identify value-added vs. non-value-added activities correctly
• Understand the purpose of each step
• Recognize opportunities for improvement
• Align process improvements with customer needs

Tip 4: Look for Cycle Time Reductions

In questions about process improvement opportunities, consider:

• Which non-value-added steps could be eliminated?
• Which steps could be combined or performed in parallel?
• Where do handoffs create delays?
• The greatest improvement opportunity is often the longest non-value-added activity

Tip 5: Pay Attention to Handoffs and Rework Loops

These are frequent sources of defects and delays. In exam questions:

• Count the number of handoffs between departments
• Identify rework loops that indicate poor quality or specification gaps
• Recognize that reducing handoffs improves speed and reduces errors
• Note that rework loops represent significant waste

Tip 6: Understand SIPOC in Context

When answering SIPOC-related questions:

• Remember that suppliers provide inputs to your process
• Customers receive outputs from your process
• The process itself typically contains 4-7 high-level steps
• In Six Sigma, understanding suppliers and customers is critical for defining requirements

Tip 7: Use Value Stream Mapping Concepts

For more complex questions, apply value stream mapping thinking:

• Calculate or identify total lead time vs. value-added time
• The ratio of value-added time to total lead time shows process efficiency
• The larger the gap, the greater the opportunity for improvement
• Focus improvements on reducing non-value-added time

Tip 8: Look for Red Flags in Process Maps

Exam questions may present scenarios with obvious problems. Look for:

• Multiple Approvals: Several approval steps for one action
• Inspection Loops: Repeated quality checks indicating upstream problems
• Long Queues: Waiting periods between steps
• Rework Steps: Work being done multiple times
• Complex Handoffs: Processes involving many departments
• Unclear Decision Criteria: Fuzzy decision points with undefined outcomes

Tip 9: Practice with Real Process Maps

Before the exam:

• Study several actual process maps and flowcharts
• Practice drawing flowcharts for simple processes you know
• Create SIPOC diagrams for familiar business processes
• Analyze value stream maps and identify improvement opportunities
• This hands-on practice builds intuition for exam questions

Tip 10: Read Questions Carefully

For process mapping questions:

• Note whether the question asks about the current state or future state
• Distinguish between questions asking you to identify problems vs. solutions
• Pay attention to specific metrics mentioned (cycle time, lead time, cost, quality)
• If a flowchart is provided, study it thoroughly before answering
• Eliminate obviously incorrect answers before selecting your best choice

Tip 11: Relate to Six Sigma Goals

Remember that in Six Sigma, process mapping serves these ultimate goals:

• Reduce Variation: Standardize the process to reduce variability
• Eliminate Waste: Remove non-value-added activities
• Improve Quality: Reduce defects and rework
• Increase Speed: Reduce cycle time and lead time
• Cut Costs: Eliminate inefficiencies and waste

When analyzing exam questions, consider which of these goals each answer choice supports.

Tip 12: Know the Measure Phase Context

Process mapping in the Measure phase specifically:

• Establishes the baseline process
• Identifies where to collect data
• Reveals potential sources of variation and defects
• Helps validate the problem statement
• Provides a basis for improvement in later phases

Exam questions may ask how process mapping supports Measure phase objectives.

Common Exam Question Patterns

Pattern 1: Symbol Identification

Question Format: Which flowchart symbol represents a decision point?

Strategy: Memorize the seven standard symbols and practice quickly identifying them.

Pattern 2: Process Analysis

Question Format: Based on the flowchart provided, identify the non-value-added activity.

Strategy: Apply the definition of value-added activity and eliminate options that add customer value.

Pattern 3: Improvement Identification

Question Format: Which change to this process would most improve customer satisfaction?

Strategy: Consider customer perspective and identify where the process fails to meet customer needs.

Pattern 4: SIPOC Completion

Question Format: In this SIPOC diagram, the suppliers are ___. The customers are ___.

Strategy: Understand that suppliers are upstream (provide inputs) and customers are downstream (receive outputs).

Pattern 5: Swimlane Analysis

Question Format: How many handoffs occur between departments in this swimlane diagram?

Strategy: Count arrows that cross between lanes. Each crossing represents a handoff.

Practice Questions and Answers

Practice Question 1:

Question: In a process map, which of the following is considered a non-value-added activity?

A) Transforming raw materials into finished products
B) Waiting for approval from another department
C) Manufacturing a product according to customer specifications
D) Packaging products for shipment

Answer: B) Waiting for approval from another department

Explanation: Waiting time doesn't transform the product, the customer doesn't pay for it, and it doesn't move the process toward completion. All other options directly contribute to fulfilling customer requirements.

Practice Question 2:

Question: A flowchart uses a diamond shape to represent which of the following?

A) A process step
B) The start or end of a process
C) A decision point or gate
D) An input or output

Answer: C) A decision point or gate

Explanation: The diamond symbol is the standard flowchart symbol for decision points where the process branches into different paths based on specified criteria.

Practice Question 3:

Question: In a SIPOC diagram, who would you identify as the supplier for a manufacturing process?

A) The company that purchases the finished products
B) The company or department that provides raw materials
C) The internal quality assurance department
D) The final end-user of the product

Answer: B) The company or department that provides raw materials

Explanation: Suppliers provide inputs to the process. In manufacturing, this would be the source of raw materials. Customers are downstream recipients of the output.

Summary

Process mapping and flowcharts are essential tools in the Six Sigma Measure phase. They provide visual clarity about how work flows, help identify improvement opportunities, and establish baselines for measurement. Success on exam questions requires:

• Mastery of standard flowchart symbols
• Clear understanding of value-added vs. non-value-added activities
• Ability to analyze process maps and identify bottlenecks and opportunities
• Familiarity with SIPOC diagrams and swimlane representations
• Connection of process mapping to Six Sigma goals of reducing variation, eliminating waste, and improving quality

With focused study and practice, you can confidently answer any exam question on process mapping and flowcharts.