Flow chart vs. Process map vs. Value stream map - What are the differences?

[pradeep sharma]

hi,
myself is pradeep sharma from india,
can somebody tell me the difference between the following three concepts:

flow chart
process mapping
value stream mapping

regards

pradeep sharma

[Miner]

Originally Posted by pradeep sharma

can somebody tell me the difference between the following three concepts:

flow chart
process mapping
value stream mapping

These are the typical differences, but some may use them interchangeably:

• Flow chart - typically a basic, unadorned graphical representation of the process using boxes as process steps and connecting arrows
• Process Mapping - starts with a flow chart, and typically adds detail such as inputs and outputs of each process step (used in Six Sigma)
• Value Stream Mapping - Starts with a flow chart and adds time for each process step as well as the delay between process steps, including transportation. Also identifies each step as Value-add or Non-value-add (used in Lean)

Hope this helps.

[rregan]

Value-Stream Mapping is both material and information flow. So, not only does it show process flow (usually horizontally, not vertically as in a flow chart), but it includes data associated with each process, inventory between processes, the method by which material moves from one process to another, and information flows between and among Production Control, the processes, suppliers, and customer. It also includes (most importantly) customer demand.

-Rachel

[AndyN]

a flow chart tends to represent the 'logic' behind the process, as in the original application of flow charts, which is computer programming. It assumes 100% yield from the process which is 'logical'.

A process map, if done effectively, will show the actual process, including non-value added steps, and can be used to identify the waste in a process. For example, process mapping the purchasing process might show that 50 requisitions are handled (per week) but 10% do not complete the process due to a lack of information. These can 'sit' in the process (on a buyers desk) so the 'yield' from the requisition process isn't 100%. That 10% still need to be completed, so the next week, the volume goes up to 55. During each subsequent week, the volume increases, until at the end of the month, the buyer has to work overtime to clear outstanding incomplete requisitions. In the meantime, the people who wanted the buyers to pace an order are still waiting for their delivery!! This issues wouldn't necessarily be revealed by a flow chart.....

It can be used to identify increased costs such as overtime when 'standardized work' isn't being done.

A value stream map can do the same, but for 'product' rather than 'data'.

Welcome to the forum and I hope this helps!

Andy

[Jim Wynne]

Originally Posted by AndyN

a flow chart tends to represent the 'logic' behind the process, as in the original application of flow charts, which is computer programming. It assumes 100% yield from the process which is 'logical'.

Flowcharts, whether in programming or manufacturing, make no assumptions as to yield. The process is what it is.