A spaghetti diagram is a visual representation using a continuous flow line tracing the path of an

item or activity through a process. The continuous flow line enables process teams to identify
redundancies in the work flow and opportunities to expedite process flow.
The diagram in the figure below reflects a study done by a health department administrative
office. The intent of the study was to identify ways to shorten the walking time from one activity
to another for frequently performed tasks.
Another benefit of the visual drawing is to highlight major intersection points within the room.
Areas where many walk paths overlap are causes of delay. Waiting is one of the eight wastes of
lean, as is unnecessary motion.
Collaboration of the staff most affected by the current workplace design was a secondary benefit
of creating the spaghetti diagram. The health department quality improvement coordinator
facilitated a brainstorming session to identify areas of congestion and wasted movement among
the office personnel. Focusing on a common goal brought the team closer together while
highlighting the purpose for placement of some work areas.
A Spaghetti Diagram is a good way to visualize the flow in your process. The
"plate" for your spaghetti is a top view of your process, whether a layout of the shop
floor or your office. The "spaghetti" in a spaghetti diagram is the route taken by the
part or operator through the process. Perhaps it's a product being made in a
manufacturing cell or the flow of a document through the accounting department.

The resulting flow forms a tangled mess of lines, that resembles a plate of
spaghetti.
Any comprehensive lean tool box should include a spaghetti diagram. It's not hard
to make your own. Just follow someone around and trace their path on a map of the
process. In fact, it's generally preferable to use pencil and paper when drawing your
lines. People don't walk in straight lines, so your spaghetti should look cooked, not
raw. And don't lift the pencil!
Obviously, the more messy the spaghetti, the more messy and inefficient your
process is. After drawing out the path, it's often surprising to discover how the flow
deviates from what the team thought. What makes sense theoretically can fall apart
in the real world.
The key is to reduce those carbohydrates!
Introduce your process to Dr. Atkins and get rid of that spaghetti. Once you see the
mess, look at how you can improve it. By moving stations closer together,

restructuring the workflow, balancing the work elements and reducing movement,
you'll be left with only the proteins. No fatty waste, just the value-added steps, the
Lean meat.

Spaghetti Diagram
Creating a spaghetti diagram is the visual creation of actual flow. The keyword is ACTUAL, not
what it should be or perceived to be. It is a snapshot in time so it may not include all what-if and
special scenarios, but these do warrant discussion as the team progresses.
This is one potential downside because these must be captured for Process Mapping especially if
these scenarios are high in risks and costs.
They are used to track:
Product Flow
Paper Flow
People Flow
Use a different line type or color for each flow type, or use separate map for each flow path for
more clarity.
This is not an exercise to do on a computer at a desk.
Creating a Spaghetti Diagram should be done with or by the operators or those that use the
process. Record the path with a pencil and use a measuring wheel or tape measure to document
distances. You are looking for "cooked spaghetti", not spaghetti directly from the box, things
rarely move in straight lines.
ITEMS NEEDED TO GET STARTED:

Overhead views of area, drawn close to scale and labeled

Colored Pencils
Measuring Wheel and/or tape measure
Stop Watch
Team, Operators, People impacted by the flow
Actual Process

STEPS:
1) Record the processes on the side and ask questions if not clear on the activity.
2) Start at the beginning of the scope, the start of the first process. Use directional arrows for the
routes that are traced on the paper.

3) Do not leave out any flow movement even if the paper becomes cluttered and difficult to
follow. This probably indicates opportunity. Most often, the perceived unusual flow, or
"exceptions", are actually happening more often that is realized. Capture these!
4) Record the amount of time within each activity.
5) Shows the areas where materials stops, staged, held, inspected and picked up. Look for pointof-use opportunities for materials, tools, and paperwork.
6) Record the names of those involved, dates, times, and other relevant information.
7) Calculate the distance, times, shift, starts, stops, to provide baseline performance.
8) Create a separate diagram showing the ideal state of flow for each that eliminates as much
non-value added tasks as possible. The team should target the ideal state and the Project Manager
and Champion should remove obstacles that may prevent this objective.

Operator Flow EXAMPLE:

BEFORE

IDEAS to IMPROVE

Spaghetti Diagram Improvements (after several inexpensive iterations):

AND/ON lights to signal for steel, paperwork, and part removal

Tooling shadowboard placed at the Point-of-Use
Repainted all equipment and floor
New tables fabricated to all have same appearance and color schemes
Layout reorganized to minimize operator travel
Foot pedal to allow quicker and safer use of grinder
Tools prepared and qualified by QC prior to being used
Inspection equipment upgraded and organized with local task lighting
Scrap bin placed at machine discharge and analyzed daily
Anti-fatigue mats placed under primary working area
Physical samples of good/bad pieces available for each job
Oil plumbed directly to machine eliminate travel
Compressed air line suspended overhead on retractor mechanism
Visual work instructions on standard set-up procedure
Sent operators to advanced machinery training at manufacturer
KANBAN for perishable tools such as pins, grease, and punches

 Dry-erase Production Board to record production, scrap, and downtime

AFTER the IMPROVEMENTS

Set-Up Time Reduced by 85%

The idea is to make quick and vigorous improvements to the Spaghetti Diagram with zero
tolerance for waste. Keep in mind the machine or station Overall Equipment Effectiveness
(OEE) and all the Lean Manufacturing principles and relentlessly work and train to make the
improvements. Try to keep the longer term items from interfering with activity and positive
momentum.
It may take several iterations before the final layout is determined. Ideas will be generated as
changes are being done and results will vary. Execute as many of these changes with little cost
and the best quality possible.
Some items may require capital investment and upper management approval. These should be
investigated and submitted if justifiable. Make a note of these outstanding action items with
timelines to the project checklist but don't allow them to stall progress.

Put the open action items on an easel or board in the specific area and keep it visible for
everyone to see. It is also a good idea to audit the changes, especially until new habits are
embedded and the culture is engrained.
In order to make a fundamental improvement to the spaghetti diagram, these ideas must be
supported by upper management. Doing things the same way gets the same results. Prepare to
change the ways things were done in the past. The team leaders need to prove why change is
necessary and what the goal is at the end. It is important the team have autonomy, available
resources, and pride to workmanship.
ATTENTION Leaders: TAKE CARE of your team, get them what they need. Lunch, coffee,
dinner, certificates of participation, and be creative. There are a variery of templates and simple
cheat sheets to provide team members to reference at the Six-Sigma-Material store.
Upper management should be aware of meetings, investments required, changes, and allow team
member participation as necessary (or as planned). Pulling team members, deferring events, and
changing direction will hinder progress and risk the ability to control the gains. It is the job of the
GB/BB to ensure all obstacle within management are removed before embarking on a Kaizen
Blitz or Six Sigma project.
Other hints to help expose waste and keep a cleaner workplace:
1) Avoid stickers in manufacturing environments
2) Engrave labels and color code, visual aids
3) Eliminate flat surfaces on tables (they collect clutter)
4) Eliminate unnecessary shelves (also collect clutter)
5) Minimize drawers (say it again one more time.......clutter)
6) Use light colors of paint to expose grease, oil, dirt, leaks
7) Local task lighting is cheaper than lighting an entire area
8) Do everything practical to keep the operator at station(s) or machine(s) all the time
9) Put items on stands, casters, or legs (easier to clean around)
10) Make items portable and standardized for interchangeability
11) Use standard for all signage, keeps signs & labels consistent
12) Remove obsolete postings, slogans, mission statements, etc.