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Lean manufacturing is a structured methodology focused on eliminating waste, maximizing customer value, and driving continuous improvement across the supply chain by applying proven lean principles, tools, and techniques. It centers on mapping the value stream from order entry to dispatch, distinguishing value-added from non-value-added activities, identifying push or pull flows between work centers, quantifying the VA: NVA ratio, and designing an ideal future state to dramatically improve that ratio. As the best process mapping consultant in India, ARROWHEAD begins every value stream mapping exercise by pinpointing opportunities to simplify, optimize, eliminate, or improve repeatable processes—especially those involving multiple handoffs—then leverages its Black Belts to identify targeted kaizen opportunities that deliver measurable reductions in non-value-added time and sustainable operational gains.
We first identify main reason for creating the process map by listing the names of the processes and the resulting input/output.
We ensure purpose must be clearly defined, i.e., what parameters or conditions will satisfy the request by identifying the process steps, inspection/test, rework, and loss points.
• Controllable inputs: The input variables in the hands of the team can be controlled or altered.
• Noise inputs: Inputs that affect outputs and are not controllable or too expensive to control
• Standard operating procedure: Inputs defined by operating procedures, e.g., Cleaning, Budget, and Maintenance
Documenting the process map involves putting the steps and information gathered above into a coherent, easy-to-understand diagram. Based on systems and roles, proper scheduling of people involved, tasks involved, and estimated time.
Once the process map is complete, we gather feedback from those who will implement the process and other stakeholders who may not directly participate in the workflow but are indirectly interested in it. This feedback aims to ensure that the process map is clear and complete.
We help to assign tasks and responsibilities once the work is done.
We help identify all areas which can be directly impacted using a kaizen approach. For improvements that cannot be solved by Kaizen, we build project charters with defined G&Os.
Process mapping in Six Sigma is a graphical technique that captures the combined knowledge of everyone involved in a process — showing every step, decision point, input, and output. As organisations grow in complexity, inefficiencies, rework loops, and handoff errors stay invisible without a clear process map. Arrowhead uses process mapping as the foundation for every Lean and Six Sigma engagement to pinpoint exactly where improvement effort delivers the greatest measurable return.
Process mapping focuses on a specific workflow — capturing steps, inputs, outputs, roles, and timings within a single process. Value stream mapping (VSM) takes a wider view: it maps the entire flow from customer order to delivery, quantifies the VA:NVA ratio across the full value stream, and designs a future state to dramatically improve it. In Arrowhead engagements, process mapping is typically used to drill into specific problem areas identified during a broader VSM exercise.
Every industry with complex, multi-step, or multi-function processes benefits — not just manufacturing. Arrowhead has delivered process mapping engagements across Automotive, FMCG, Logistics, Finance, Banking, E-Commerce, Agro Chemicals, Telecom, Education, Hospitality, Oil & Gas, Plastics, Digital Print, and Publishing. Whether the process involves a product, a service, a financial transaction, or a customer journey — process mapping provides the clarity needed to eliminate waste and improve speed.
Arrowhead follows a structured 7-step approach: identifying all inputs and outputs at a bird's-eye level → mapping every stage including inspection, rework, and loss points → classifying inputs as Controllable, Noise, or SOP variables → documenting the full process map with roles and timings → gathering stakeholder feedback → assigning delegation responsibilities → identifying Kaizen opportunities for rapid wins. For deeper issues, Arrowhead builds project charters and assigns Black Belts to lead structured Six Sigma projects.
Yes. Arrowhead provides full process documentation support — updating existing maps, creating new ones, and organising them into a coherent reference system. Once documentation is complete, Arrowhead runs targeted training sessions so employees understand what has changed and are equipped to operate and sustain new processes. Training is role-specific - from frontline operators to process owners - ensuring improvements are embedded into daily operations, not left in a document no one uses.
By reducing Lean waste, you can remove all non-value added activities thereby improving speed of reaching your customer at better margin and by improving consistency you are able to meet customer demand in terms of quality expected.
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