Process
mapping.
We approach the challenge from two different directions:
01
High level order-to-invoice value stream maps for the enterprise.
02
SIPOC analysis for each department in the enterprise.
The order-to-invoice value stream map provides a high-level view of how business moves through the enterprise. The departmental SIPOCs define every process and choreograph every handoff between departments to make all transactions predictable.
Process maps.
We interview the entire organization and piece together the steps required to move from order to invoice. Special attention is given to what we call SPC (Supplier, Product, Customer) events as handoffs between departments are identified. These are true opportunities for Lean Management concepts.
However, significant gaps remain after a process mapping event, which is what our SIPOC analysis exposes.
Supplier, Input, Process, Output, Customer (SIPOC).
By taking a second cross section of the organization we learn the entirety of what each department is doing. We learn what the enterprise believes their outputs should be and back into the processes and inputs required to generate those outputs.
Through this process we uncover steps that were missed in process mapping, parts of the organization not directly involved in order-to-invoice that would benefit from Lean concepts, and gaps between outputs from one department to another department's inputs. It's a gold mine for alignment and waste elimination.
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