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 visual method of documenting each step of a workflow to identify bottlenecks, waste, and defects. It matters because it gives businesses a clear baseline to reduce errors, cut costs, and improve efficiency. ARROWHEAD, a Six Sigma company in Mumbai, applies process mapping to help organizations streamline operations.
Process mapping details the steps within a single workflow, while value stream mapping (VSM) maps the entire flow from customer order to delivery and measures waste. ARROWHEAD uses VSM to find the biggest problem areas, then process mapping to fix them.
Any industry with multi-step or cross-team processes can benefit from process mapping, including manufacturing, automotive, FMCG, logistics, banking, finance, e-commerce, telecom, education, hospitality, and oil & gas. ARROWHEAD has delivered process mapping across these sectors to eliminate waste and improve speed.
ARROWHEAD identifies improvement opportunities through a structured 7-step process mapping approach: mapping all inputs and outputs, documenting every stage including rework and loss points, classifying variables, and gathering stakeholder feedback. This surfaces quick Kaizen wins, while deeper issues become Six Sigma projects led by Black Belts. Learn more about our process mapping services.
Yes. ARROWHEAD creates and updates process maps, organizes them into a single reference system, and trains teams on the changes. Role-specific training for operators and process owners ensures new processes are followed in daily work. Learn more about our process mapping services.
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You need operational discipline and process optimization.
Minimum 18 years’ operations experience across international geographies
Certified Lean Six Sigma Black Belt
Dedicated to you, for just a fraction of the cost
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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