0% found this document useful (0 votes)
50 views

Week 6 Chapter 7 Process Managemnt

This document summarizes key concepts around process management from the textbook. It discusses the importance of defining core value creation processes and support processes. It also outlines leading practices like documenting processes, translating customer requirements into design, ensuring quality is built in, managing cross-functional communication, and continually improving processes. Methods for process improvement like benchmarking, reengineering and kaizen are explained. Process control and activities for product design, improvement and control are also summarized.
Copyright
© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
0% found this document useful (0 votes)
50 views

Week 6 Chapter 7 Process Managemnt

This document summarizes key concepts around process management from the textbook. It discusses the importance of defining core value creation processes and support processes. It also outlines leading practices like documenting processes, translating customer requirements into design, ensuring quality is built in, managing cross-functional communication, and continually improving processes. Methods for process improvement like benchmarking, reengineering and kaizen are explained. Process control and activities for product design, improvement and control are also summarized.
Copyright
© © All Rights Reserved
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
You are on page 1/ 9

Week 7 Designing Quality

Chapter 7, EVANS.
PROCESS MANAGEMENT
Words of wisdo fro !e"as #nstruent$
% &nless you 'hange the pro'ess, why would you e"pe't the result to
'hange. (
The Scope of Process management
)eading 'opanies identify iportant *usiness pro'esses
throughout the +alue 'hain that affe't 'ustoer satisfa'tion. !here
are two 'ategories(
,. Value Creation -ro'ess .soeties 'alled Core
-ro'esses . /ost iportant to %running the *usiness, and
aintaining or a'hie+ing a sustaina*le 'opetiti+e ad+antage.
Dri+e the 'reation of produ't and ser+i'es and has a0or ipa't on
strategi' goals of organi1ation. !he pro'ess in'ludes design,
produ'tion 2 deli+ery and other 'riti'al *usiness pro'esses.
3a4 Design -ro'ess .all a'ti+ities to eet 'ustoer5s
re6uireent. New te'hnology, past learning into
fun'tional spe'ifi'ations.
3*4 -rodu'tion 2 Deli+ery .deli+er a'tual produ't. Dri+en
*y e"ternal 'ustoers.
7. Support -ro'esses .dri+en *y internal 'ustoers.
-ro+ide infrastru'ture for +alue 'reation pro'ess *ut do not add
+alue dire'tly. E"aple$ order entry2dire't ail distri*utor.
Process management consists of three key activities:
Design
Contro! an"
#mprovement$
,
%ea"ing Practices & 'est Practices in Process management:
!he following are 'oon pra'ti'es of 'opanies that are
re'ogni1ed as world leaders in 6uality 2 Custoer Satisfa'tion.
,. !hey "efine an" "oc(ment iportant +alue 'reation and
support pro'esses, and anage the 'arefully. 3 !hey use
#S8 as a *asis of defining and do'uenting key pro'esses4
7. !hey transate c(stomer)s re*(irement into produ't and
ser+i'e design re6uireents early in the design pro'ess
taking into a''ount linkages *etween produ't design
re6uireent and anufa'turing or ser+i'e pro'ess
re6uireents, supplier 'apa*ilities, and legal and
en+ironental issues.
9. !hey ensure that +(aity is ,(it into pro"(ct an" services
and use appropriate engineering and 6uantitati+e tools and
approa'hes during the de+elopent pro'esses.
:. !hey anaged the pro"(ct "eveopment process to enhan'e
'ross fun'tional 'ouni'ation, redu'e produ't de+elopent
tie, and ensure trou*le.free introdu'tion of produ't and
ser+i'es.
;. !hey "efine performance re*(irement for supplies, ensure
that re6uireents are et, and de+elop partnering
relationship with key suppliers and other organi1ations.
<. !hey contro the *(aity an" operationa performance of
key pro'esses, and use systeati' ethods to identify
signifi'ant +ariation in operational perforan'e and output
6uality, deterine root 'auses, ake 'orre'tions, and +erify
results.
7
7. !hey contin(o(sy improve processes to a'hie+e *etter
6uality, 'y'le tie, and o+erall operational perforan'e. 3
.use Q#- =Quality #pro+eent -ro'ess 4.
>. !hey innovate to achieve ,reakthro(gh performance. ..
done through *en'harking and re.engineering.
+-A%#T. #MPRO/EMENT PROCESS 0+#P1 3?ead
EVANS pg. 9774
E2ampe of +#P at 'ranch3Smith Printing:
4$ #"entify the pro,em
5$ Anay6e the ca(se
7$ Seect the so(tion
8$ Pan the impementation
9$ Eva(ate the effectiveness
!he Rit63Carton : mechanisms for ipro+eents of pro'ess,
-rodu't and ser+i'e 6uality$
4$ The Ne; <ote Start3(p #mprovement Process
5$ Comprehensive Performance Eva(ation Process
7$ +(aity Net;ork
8$ Stan"ing Pro,em3Soving Committee
9$ +(aity #mprovement Team
=$ Strategic +(aity Panning
>$ Streamining processes
:$ Process #mprovement
Also read !he ?it1.Carlton @otel Copany$ !he 7 steps of service
process:
4$ The ;arm ;ecome
5$ Anticipation an" compiance
9. ?on" fare;e A-g. 999 EVANS.
9
PROCESS MANAGEMENT ACT#/#T. 4:
Pro"(ct Design processes
< -hases of typi'al -rodu't De+elopent -ro'ess
,. #dea generation
7. -reliinary Con'ept de+elopent
9. -rodu't 2 -ro'ess De+elopent
:. Bull S'ale -rodu'tion
;. /arket #ntrodu'tion
<. /arket E+aluation.
?ead$ Design for /anufa'tura*ility 3DB/4 pg. 97<
Design for En+ironent 3DBE4
Design for Disasse*ly.
PROCESS MANAGEMENT ACT#/#T. 5:
Process Contro
Definition @the activity of ens(ring conformance to the
re*(irements an" taking corrective action ;hen necessary to correct
pro,ems an" maintain sta,e performance$
Components: 4$ has a stan"ar" & goa
5$ a means of meas(ring accompishment
7$ a comparison of act(a res(ts ;ith stan"ar"s!
aong ;ith fee",ack to form the ,asis for
corrective action$
Process Contro is important for 5 reasons:
4$ Process contro metho"s are the ,asis for effective "aiy
management of process$
5$ %ong term improvements cannot ,e ma"e to a process (ness
the process is first ,ro(ght (n"er contro$
:
Process Contro in :
Man(fact(ring sector
3contro is (s(ay appie" to incoming materias! key
processes! an" fina pro"(ct! an" services$
Service Sector
3e2ampe for The Rit63Carton Go" Stan"ar" of Service$
4$ sef contro of in"ivi"(a empoyee
5$ ,asic contro mechanism carrie" o(t ,y every
mem,er
7$ critica s(ccess factor for critica processes$
an" sef3a("its an" o(tsi"e a("its$
PROCESS MANAGEMENT ACT#/#T. 7:
#mprovement
AA#BEN
. A Capanese philosophy of ipro+eent esta*lished *y C#!.
C#T D C(st in Time
= eans 'opany 'ould ake produ'ts effi'iently without defe't.
;
Definition of AA#BEN:
3 means gra"(a an" or"ery contin(o(s improvement$
3 improvement in a areas of ,(siness s(ch as:
3costs
3meeting "eivery sche"(es
3empoyee safety an" ski "eveopment
3 s(ppier reations
3ne; pro"(ct "eveopment & pro"(ctivity
3 serve" to enhance the *(aity of the firm$
'asic Tips of impementing AA#BEN 0The Aai6en #nstit(te1
. dis'ard 'on+entional fi"ed ideas.
. thinking of how to do soething, N8! why it 'annot *e
done.
. not to seek perfe'tion
. not aking e"'uses, *ut 6uestioning 'urrent pra'ti'es
. seeking the %wisdo of ,D peoples rather than the
knowledge of one(
!herefore *y instilling Eai1en into people and training the in
*asi' 6uality ipro+eent tools, workers 'an *uild this philosophy
in their work and 'ontinually seek ipro+eent.
!hree things re6uired for su''essful Eai1en$
. operating pra'ti'es
. total in+ol+eent
. training.
<
'REAAT<RO-G<
Definition$ refers to dis'ontinuous 'hange, as opposed to gradual,
'ontinuous ipro+eent philosophy of Eai1en. Freakthrough
ipro+eent result fro inno+ati+e and 'reati+e thinkingG often
these are oti+ated *y stret'h goals or *reakthrough o*0e'ti+es.
E"aple$ ,DH ipro+eent goal is easy to a'hie+e. @owe+er,
with ,DDDH ipro+eent is not easy and eployee ust think
%outside the *o"(.
.these seeingly ipossi*le, if a'hie+ed will yield draati'
ipro+eent and *oost orale, also and 'an 'ause unreasona*le
stress to eployees or punish failure.
!wo approa'hes for Freakthrough #pro+eent that 'an help
a'hie+e stret'h goals$
,. Fen'h arking . three types$ Copetiti+e, -ro'ess, and
strategi'.
7. ?e.engineering
'ENC<MARA#NG .definition$ %easuring your
perforan'e against that of *est.in.'lass 'opanies, deterining
how the *est.in.'lass a'hie+e those perforan'e le+els, and using
the inforation as a *asis for your own 'opany5s targets,
strategies, and ipleentation(, and
%the sear'h of industry *est pra'ti'es that lead to superior
perforan'e(
'est Practices . approa'hes that produ'e e"'eptional
results, are usually inno+ati+e in ter of use of te'hnology or
huan resour'es, and are re'ogni1ed *y 'ustoers or industry
e"perts.
7
RE3ENG#NEER#NG
Definition: the f(n"amenta re3thinking an" ra"ica re3
"esign of ,(siness processes to achieve "ramatic improvement
in critica! contemporary meas(res of performance! s(ch as
cost! *(aity! service! an" spee"$
Re3engineering invoves asking *(estions a,o(t ,(siness
process:
Ehy "o ;e "o itF
Ehy is it "one this ;ayF
Re*(irement for s(ccessf( Re3engineering:
4$ f(n"amenta (n"erstan"ing of processes
5$ creative thinking to ,reaka;ay from o" tra"itions an"
ass(mptions
7$ effective (se of #T$
8$
3,enchmarking can greaty assist re3engineering effort$
3Re3engineering ;itho(t ,enchmarking ;i pro"(ce 9 D 4GH
improvements$
33'enchmarking can increase 9G D >9 H$
3 ,y st("ying o(tsi"e ,est practices! a company can i"entify
an" import ne; technoogy! skis! str(ct(res! training an"
capa,iities$
Assignments:
Bor ne"t tutorials, read 'ase studies$
,, !he State &ni+ersity e"perien'e, Chapter 7 = EVANS pg 9<9.9<:.
7. Quality in pra'ti'e$ Ser+i'e Quality at !he ?it1.Carlton @otel
Copany, Chapter 7 =EVANS pg 7> = 7I.
>
Ah0saudi 7;D>D;
I

You might also like