In the world of Lean Six Sigma, understanding how processes flow across different departments and individuals is critical to identifying inefficiencies and opportunities for improvement. The Measure phase of the DMAIC (Define, Measure, Analyze, Improve, Control) methodology provides teams with powerful tools to visualize these processes, and among the most effective is the swim lane process map. This comprehensive guide explores how to create and utilize swim lane process maps to drive meaningful organizational change.
Understanding Swim Lane Process Maps
A swim lane process map, also known as a cross-functional flowchart, is a visual representation of a process that displays activities across different functional areas or departments. The term “swim lane” comes from the resemblance to lanes in a swimming pool, with each horizontal or vertical band representing a different person, team, or department responsible for specific tasks within the process. You might also enjoy reading about Measure Phase: Understanding Attribute vs Variable Data in Six Sigma Projects.
Unlike traditional flowcharts that focus solely on process steps, swim lane maps add an additional dimension by clearly showing who is responsible for each activity. This added layer of information makes it easier to identify handoffs, bottlenecks, redundancies, and gaps in accountability that might otherwise remain hidden. You might also enjoy reading about How to Validate Your Measurement System Before Collecting Data: A Complete Guide.
Why Swim Lane Maps Are Essential in the Measure Phase
During the Measure phase of a Lean Six Sigma project, teams need to establish a baseline understanding of current processes before implementing improvements. Swim lane process maps serve several critical functions in this phase:
- Clarify Responsibilities: They eliminate confusion about who owns each step in a process, reducing finger-pointing and improving accountability.
- Identify Handoffs: Process handoffs between departments are common sources of delays and errors. Swim lane maps make these transitions visible and measurable.
- Reveal Inefficiencies: By mapping the current state, teams can identify unnecessary steps, duplicated efforts, and activities that add no value.
- Facilitate Communication: These visual tools create a common language that helps stakeholders from different departments understand how their work interconnects.
- Establish Metrics: Once the process is mapped, teams can more easily identify what to measure and where to collect data.
Components of an Effective Swim Lane Process Map
Before diving into creation, it is important to understand the key elements that make up a swim lane process map:
Swim Lanes
Each lane represents a different actor in the process, which could be an individual, a team, a department, or even an external partner. Lanes can be organized horizontally or vertically depending on preference and space constraints.
Process Steps
These are represented by various shapes that indicate different types of activities. Rectangles typically represent standard process steps, diamonds indicate decision points, and circles or ovals mark the start and end points of the process.
Flow Arrows
Arrows connect the various process steps, showing the sequence and direction of the workflow. When arrows cross between swim lanes, they highlight handoffs between different responsible parties.
Annotations
Additional notes can be added to provide context, such as timeframes, frequency, or specific requirements for completing a step.
Step-by-Step Guide to Creating Swim Lane Process Maps
Step 1: Define the Process Scope
Begin by clearly defining which process you will map. Identify where the process starts and ends, and determine the level of detail needed. For complex processes, you may want to create high-level maps first, then drill down into sub-processes as needed.
Step 2: Identify the Actors
List all the departments, teams, or individuals involved in the process. These will become your swim lanes. Be specific enough to show clear accountability but not so granular that the map becomes cluttered.
Step 3: Gather Process Information
Interview process participants, observe the process in action, and review existing documentation. The goal is to understand exactly what happens at each step, who performs it, and how long it takes.
Step 4: Map the Current State
Document the process as it actually operates today, not how it should work according to policy. This current-state map will serve as your baseline for improvement.
Step 5: Validate and Refine
Share the draft map with process participants to confirm accuracy. This collaborative review often uncovers steps or variations that were not initially apparent.
Real-World Example: Customer Order Processing
To illustrate how swim lane process maps work in practice, let us examine a customer order processing workflow for a medium-sized manufacturing company.
The Scenario
The company has been experiencing delays in order fulfillment and customer complaints about communication gaps. The Lean Six Sigma team decides to create a swim lane process map to understand the current state.
The Actors (Swim Lanes)
- Customer Service Department
- Credit Department
- Warehouse Operations
- Shipping Department
- Accounting Department
The Process Flow
Customer Service: The process begins when Customer Service receives an order via phone or email. They enter the order into the system (15 minutes average) and send it to the Credit Department for approval.
Credit Department: The Credit team reviews the customer’s account status and credit limit. For existing customers with good standing, this takes 30 minutes. For new customers or those with credit issues, it can take up to 4 hours or more. Once approved, the order moves to Warehouse Operations. If rejected, it returns to Customer Service to contact the customer.
Warehouse Operations: The warehouse receives the approved order and begins picking items from inventory. This process takes an average of 2 hours for standard orders. Once picked and packed, the order information transfers to the Shipping Department.
Shipping Department: Shipping arranges carrier pickup, prints labels, and updates the system with tracking information (45 minutes average). They notify Customer Service when the order ships.
Customer Service: Customer Service emails the customer with shipping confirmation and tracking details (10 minutes).
Accounting Department: Simultaneously, once the order ships, Accounting generates and sends the invoice to the customer (20 minutes).
Insights from the Swim Lane Map
After creating this swim lane process map, the team identified several improvement opportunities:
- The handoff from Customer Service to Credit Department created a queue, with orders waiting an average of 45 minutes before Credit review began.
- Credit checks for existing customers in good standing could be automated, reducing the 30-minute review to near-instant approval.
- Customer Service was not notified of credit rejections in real-time, leading to delays in customer communication.
- The warehouse sometimes began picking orders before credit approval, resulting in wasted effort when orders were rejected.
- No single department had visibility into the complete order status, making it difficult to answer customer inquiries.
Sample Data Collection Points
Once the swim lane map is complete, the Measure phase continues with data collection at critical points. For the order processing example above, the team might collect:
- Number of orders processed per day
- Cycle time for each process step
- Wait time between handoffs
- Credit approval rate (percentage approved vs. rejected)
- Order accuracy rate
- Customer satisfaction scores
- Number of customer inquiries about order status
Over a four-week period, the team collected data showing that the average order fulfillment time was 8.5 hours, with 3.2 hours of actual work time and 5.3 hours of wait time between steps. This quantitative data, combined with the visual swim lane map, provided compelling evidence for where improvements were needed.
Common Mistakes to Avoid
When creating swim lane process maps, watch out for these common pitfalls:
- Mapping the Ideal Instead of Reality: Always document what actually happens, including workarounds and exceptions.
- Too Much Detail: Include enough detail to be useful but not so much that the map becomes overwhelming.
- Working in Isolation: Process maps created without input from actual participants are often inaccurate.
- Forgetting to Update: Process maps should be living documents that are updated as processes change.
- Ignoring Exception Paths: Document how the process handles exceptions and errors, not just the happy path.
Tools for Creating Swim Lane Maps
While swim lane process maps can be created with simple tools like sticky notes on a wall or whiteboard, several software options make the process easier and the results more professional:
- Microsoft Visio offers robust process mapping capabilities with swim lane templates
- Lucidchart provides cloud-based collaboration features ideal for remote teams
- Draw.io is a free alternative with good functionality
- Specialized Lean Six Sigma software often includes process mapping modules
Moving Forward with Your Process Improvement Journey
Creating swim lane process maps during the Measure phase provides the foundation for successful process improvement initiatives. These visual tools transform complex, multi-departmental workflows into clear, understandable diagrams that reveal opportunities for enhancement. By combining swim lane maps with quantitative data collection, Lean Six Sigma teams can make informed decisions about where to focus improvement efforts for maximum impact.
The skills required to effectively create and utilize swim lane process maps are fundamental to Lean Six Sigma practice. Whether you are beginning your continuous improvement journey or looking to enhance your existing capabilities, proper training ensures you can leverage these powerful tools to drive meaningful organizational change.
Enrol in Lean Six Sigma Training Today
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