Understand the Process
This posting discusses the first step in the Hoerl-Snee Process Improvement Strategy. Refer to the figure in the previous posting for an overview of the process. Use Britz et al (2000) and Hoerl and Snee (2002) as references. 
The first step is to develop a common understanding of the process by recording and documenting it. In the Monthly-Billing-Cycle Time example, posted on 1/21/2008, key participants did not have the same understanding of the principal process steps. In the Ricoh Resin example, Hoerl-Snee Example posted on 3/21/2008, the team created a flowchart of the process which is the usual method for documenting the process. We start by documenting the process as it is currently performed. The flowchart serves as a reference and it facilitates communication. Sometimes the flowchart is called a process map.
The flowchart is particularly important when on can not visually observe the process flow. Many administrative or service processes have this property. The Service-Time example, Service Time Flowchart posted on 2/18/2008, may have had this property.
The flowchart may immediately suggest areas for improvement. Some steps in the flowchart may represent non-value added activity. For example, customers waiting in the Automatic Call Distribution (ACD) System Queue depicted in the service time example represent non-value added activity.
A flowchart or process map may have a number of variations. The Ricoh resin example flowchart is a high-level flowchart. Hoerl and Snee (2002) describe other more detailed flowcharts on pages 195-199. Our flowchart of the automotive door frame example, Flowchart and Process Map posted on 2/21/2008, displayed key quality characteristics for the process steps.
References
1. Britz, G. C., D. W. Emerling, et al. (2000). Improving Performance Through Statistical Thinking. Milwaukee, WI, ASQ Quality Press.
2. Hoerl, R. and R. D. Snee (2002). Statistical Thinking - Improving Business Performance. Pacific Grove, CA, Duxbury.
