ANNUAL REPORT CHAPTER 5 2024

PROCESS FOCUS
T O T A L Q U A L I T Y M A N A G E M E N T

Presented by: Trisha Angela Dungca

Edmond Montebon
PROCESS FOCUS 2024

PROCESS FOCUS
It refers to a management approach that
emphasizes the improvement and
optimization of processes within an
organization. It involves analyzing and
understanding the various steps and
activities involved in a process to identify
areas of inefficiency or opportunities for
improvement.
The Goal of Process Focus

The goal of process focus is to enhance productivity, quality, and overall

performance by streamlining processes and eliminating waste.
PROCESS
A process is sequence of linked activities that is intended to
achieve some result, such as producing a good or service for a
customer within or outside the organization. Generally,
processes involve combinations of people, machines, tools,
techniques, materials, and improvements in a defined series of
steps or actions.
 Process Versus Function

The main difference between a process and a function is the level of detail
and specificity. A process is more detailed and specific, while a function is
more general and broad. A process describes how something is done, while a
function describes what is done or why it is done.
 KEY PROCESS-FOCUSED PRACTICES
FOR QUALITY MANAGEMENT
• Identify vital work processes that relate to core competencies and deliver
customer value, profitability, organizational success, and sustainability.
• Determine key work process requirements, incorporating input from customers,
suppliers, partners, and collaborators
• Design and innovate work processes to meet all requirements, incorporating
new technology, organizational knowledge, product excellence, the need for
agility, cycle time reduction, productivity, cost control, and other efficiency and
effectiveness factors.
 KEY PROCESS-FOCUSED PRACTICES
FOR QUALITY MANAGEMENT

• Seek ways to prevent defects, service errors, and rework and minimize costs
associated with inspections. tests, and process or performance audits.

• Implement work processes and control their day-to-day operation to ensure that
they meet design requirements using appropriate performance measures along
with customer, supplier, partner, and collaborator input as needed
 KEY PROCESS-FOCUSED PRACTICES
FOR QUALITY MANAGEMENT

• Improve work processes to achieve better performance, reduce variability,

improve products and services, keep processes current with business needs and
directions, and share improvements with other organizational units and
processes to drive organizational learning and innovation.

• Incorporate effective process management practices in the overall supply chain.

 PROCESS MANAGEMENT

Process management involves planning and administering the activities

necessary to achieve a high level of performance in key organizational
processes, and identifying opportunities for improving quality and
operational performance, and ultimately, customer satisfaction.
 PROCESS MANAGEMENT’S
THREE MAJOR ACTIVITIES
• Design - focuses on ensuring that the inputs to the process, such as materials,
technology, work methods, and a trained workforce are adequate; and that the
process can achieve its requirements.
• Control - focuses on maintaining consistency in output by assessing
performance ang taking corrective action when necessary.
• Improvement - focuses on continually seeking to achieve higher levels of
performance, such as reduced variation, higher yields, fewer defects and errors,
smaller cycle times, and so on.
 CYCLE TIME

- refers to the time it takes to accomplish one cycle of a process (the time
needed to introduced a new product). Cycle time is one of the most
important metrics in process management.
 INDIVIDUALS OR GROUPS

- as known as process owners, are accountable for process

performance and have the authority to control and improve their
process.
 To apply the techniques of process management, the process must be
(1) repeatable and (2) measurable.

Repeatability - means that the process must recur over time. The cycle may be long,
as with product development processes or patent applications; or it may be short. as
with a manufacturing operation or an order entry process.
Measurement - provides the ability to capture important quality and performance
indicators to reveal patterns about process performance. Meeting these two
conditions ensures that sufficient data can be collected to reveal useful information
for control and improvement.
Principles to guide process management activities:

• Process improvement focuses on the end-to-end process.

• The mindset of quality is one of prevention and continuous
improvement.
• Everyone manages a process at some level and is simultaneously a
customer and a supplier.
• Customer needs drive process improvement.
• Corrective action focuses on removing the root cause of the problem
rather than on treating its symptoms.
• Process simplification reduces opportunities for errors and rework
• Process improvement results from a disciplined and structured
application of quality management principles.
 IDENTIFYING PROCESSES
AND REQUIREMENTS

When it comes to identifying processes and requirements, it typically

involves a systematic approach to understanding and documenting the
activities, tasks, and resources needed to achieve specific goals or
outcomes.
 VALUE-CREATION
PROCESSES

Value-creation processes (sometimes called core processes) are those most

important to "running the business" and maintaining or achieving a
sustainable competitive advantage. Value- creation processes frequently align
closely to an organization's core competencies and strategic objectives.
 PROJECT MANAGEMENT

Project management involves all activities associated with planning,

scheduling, and controlling projects. Although every project is unique,
many projects have similar underlying processes; thus, viewing them
from a process management perspective can be beneficial.
 SUPPORT PROCESSES

Support processes are those that are most important to an

organization's value-creation processes, employees, and daily
operations. They provide infrastructure for value- creation processes,
but generally do not add value directly to the product or service.
 PROCESS
REQUIREMENTS

Process requirements are the specific criteria or conditions that must

be met for a process to be successful. These requirements help ensure
that the process achieves its intended goals and delivers the desired
outcomes.
 PROCESS DESIGN
The goal of process design is to develop an efficient process that satisfies
both internal and external customer requirements and is capable of
achieving the requisite level of quality and performance.

Process Design begins with understanding its purpose and requirements,

who the customer is, and what outputs are produced.
 PROCESS MAPPING

Designing a process requires a systematic approach. For most

processes, this includes defining the sequence of steps that need to be
performed, along with formal documentation of procedures and
requirements.
 PROCESS DESIGN
FOR SERVICES

Service design process is the technique of research and analysis to

understand users better and offer them the best services in line with
their needs. It also involves using observation and experience to
understand products and existing services better.
 BASIC COMPONENTS
OF SERVICES

• Physical facilities, process, and procedures;

• Employee behavior; and
• Employee professional judgement.
A useful approach to designing services is to recognize that services
differ in three dimensions:

• customer contact and interaction,

• labor intensity, and
• customization.
In designing service processes, the following questions should be
considered:
• What service standards are required to be met?
• What is the final result of the service to be provided?
• At what point does the service begin, and what signals its
completion?
• What is the maximum waiting time that a customer will tolerate?
How long should it take to perform the service?
• Who must the consumer deal with in completing the service?
• What components of the service are essential? Desirable?
Superfluous?
• Which components can differ from one service encounter to
another while still meeting standards
 DESIGN FOR AGILITY

As customer needs and expectations change, organizations must

design processes that are increasingly agile.
 AGILITY
- is a term that is commonly used to characterize flexibility and short
cycle times. Electronic commerce, for instance, it requires more
rapid, flexible, and customized responses than traditional market
outlets.
 FLEXIBILITY
- refers to the ability to adapt quickly and effectively to changing
requirements. It might mean rapid changeover form one product to
another, rapid response to changing demands, or the ability to
produce a wide range of customized services.
 MISTAKE-PROOFING
PROCESSES
Human beings tend to make mistakes inadvertently. 16 Typical mistakes in
production are omitted steps in a process, setup errors, missing parts, wrong
parts, or incorrect adjustments.

Such errors can arise from the following factors:

• Forgetfulness due to lack of reinforcement or guidance
• Misunderstanding or incorrect identification because of the lack of
familiarity with a process or procedures
 MISTAKE-PROOFING
PROCESSES

• Lack of experience
• Absentmindedness and lack of attention, especially when a
process is automated
Preventing mistakes can be done in three ways:
1. Designing potential defects and errors out of the process. This approach is the
best because it eliminates any possibility that the error or defect will occur and will
not result in rework, scrap, or wasted time.
2. Identifying potential defects and errors and stopping a process before they occur.
Although this approach prevents defects and errors, it does result in some non-
value-added time.
3. Identifying defects and errors soon after they occur and quickly correcting the
process. This can avoid large amounts of costly defects and errors in the future, but
does result in some scrap, rework, and wasted resources.
 POKA-YOKE

Poka-yoke (POH-kah YOH-kay) is an approach for mistake-proofing

processes using automatic devices or simple methods to avoid human error.
Poka-yoke is focused on two aspects: (1) prediction, or recognizing that a
defect is about to occur and providing a warn- ing, and (2) detection, or
recognizing that a defect has occurred and stopping the process.
 TYPICAL TYPES OF SERVICE ERRORS
AND RELATED POKA-YOKES.

• Task errors include doing work incorrectly, work not requested, work in
the wrong order, or working too slowly. Some examples of poka-yoke
devices for task errors are computer prompts, color-coded cash register
keys, measuring tools such as a French-fry scoop, and signaling devices.
• Treatment errors arise in the contact between the server and the
customer, such as lack of courteous behavior, and failure to
acknowledge, listen, or react appropriately to the customer.
 TYPICAL TYPES OF SERVICE ERRORS
AND RELATED POKA-YOKES.

• Tangible errors are those in physical elements of the service, such as unclean
facilities, dirty uniforms, inappropriate temperature, and document errors.
• Customer errors in preparation include the failure to bring necessary
materials to the encounter, to understand their role in the service transaction,
and to engage the cor rect service.
• Simply a memory lapse, and include failure to remember steps in the process
or to follow instructions.
 PROCESS CONTROL

Process control is the ability to monitor and adjust a process to give a

desired output. It is used in industry to maintain quality and improve
performance.
 CONTROL
Control is the activity of ensuring conformance to the requirements and
taking corrective action when necessary to correct problems and
maintain stable performance.

Control should be the foundation for organizational learning. Many

companies have adopted an approach that has been used in the U.S.
military, called after-action review. or debrief.
 PROCESS CONTROL IN
MANUFACTURING

In manufacturing, control is usually applied to incoming materials, key

processes, and final products and services. Control in manufacturing
starts with purchasing and receiv ing processes. Clearly, if incoming
materials are of poor quality, then the final product will certainly be no
better.
 PROCESS CONTROL
PLAN

A Process Control Plan (or just Control Plan) is a document

describing the process step, the process's quality control items,
responding control methods, and reaction plans.
 PROCESS CONTROL IN
SERVICES

For many services, process control follows the same paradigm as in

manufacturing: define a standard or goal, measure accomplishment,
compare results with the standard, and make corrections as needed.
 10 STEPS IN MONITORING AND EVALUATION PROCESS
FOR HEALTH CARE ORGANIZATION

Step 1. Assign Responsibility - The emergency department director is responsible for, and
actively participates in monitoring and evaluation.
Step 2. Delineate Scope of Care - The department considers the scope of care provided
within emergency services to establish a basis for identifying important aspects of care to
monitor and evaluate.
Step 3. Identify Important Aspects of Care - Important aspects of care are those that are
high-risk, high-focuses on emergency department activities with the greatest impact on
patient care.
 10 STEPS IN MONITORING AND EVALUATION PROCESS
FOR HEALTH CARE ORGANIZATION

Step 4. Identify Indicators - indicators of quality are identified for each important aspect of
care.
Step 5. Establish Thresholds for Evaluation - A threshold for evaluation is the level or
point at which intensive evaluation of care is triggered.
Step 6. Collect and Organize Data - Appropriate emergency department staff should
collect data pertaining to he indicators.
Step 7. Evaluate Care - When the cumulative data related to an indicator reach the
threshold for evaluation.
 10 STEPS IN MONITORING AND EVALUATION PROCESS
FOR HEALTH CARE ORGANIZATION
Step 8. Take Actions to Solve Problems - When problems are identified, action plans are
developed, approved at appropriate levels, and enacted to solve the problem or take the
opportunity to improve care.
Step 9. Assess Actions and Document Improvement - The effectiveness of any actions
taken is assessed and documented.
Step 10. Communicate Relevant Information to the Organization-wide Quality Assurance
Program - Findings from conclusions of monitoring and evaluation, including actions
taken to solve problems and improve care, are documented and reported monthly through
the hospital’s established channels of communication.
The company uses there types of control processes to deliver quality:

1. Self-control of the individual employee based on their spontaneous and learned behavior
2. Basic control mechanisms, which are carried out by every member of the workforce The
first person who detects a problem is empowered to break away from routine duties
investigate and correct the problem immediately, document the incident, and then return to
their routine.
3. Critical success factor control for critical processes. Process teams use customer and
organizational requirement measurements to determine quality, speed, and cost
performance.
 PROCESS
IMPROVEMENT

Process improvement involves the business practice of identifying,

analyzing and improving existing business processes to optimize
performance, meet best practice standards or simply improve quality
and the user experience for customers and end-users.
Continuous improvement refers to both incremental changes, which are small and gradual,
and breakthrough improvements, which are large and rapid. Continuous improvement is one
of the foundation principles of total quality.
It is an important business strategy in competitive markets because
• Customer loyalty is driven by delivered value.
• Delivered value is created by business processes.
• Sustained success in competitive markets requires a business to continuously improve
delivered value.
• To continuously improve value-creation ability, a business must continuously improve
its value-creation processes.
 LEARNING CYCLE

A learning cycle consists of four stages:

1. Planning
2. Execution of plans
3. Assessment of progress
4. Revision of plans based upon assessment findings
 LEARNING
ORGANIZATION

Defined as an organization that is continually expanding its capacity

to create its future. For such an organization, it is not enough merely
to survive. "Survival learning" or what is men often termed "adaptive
learning" is important-indeed it is necessary.
 KAIZEN

Kaizen is a Japanese word that means gradual and orderly continuous

improvement. kaizen focuses on small, gradual and frequent
improvements over the long term with minimum financial investment
and participation by everyone in the organization.
 CONCLUSION
The Ritz-Carlton Hotel Company has eight mechanisms devoted solely to the
improvement of process, product, and service quality:

• New Hotel Start-Up Improvement Process: A cross-sectional team from

the entire company works together to identify and correct problem areas.
• Comprehensive Performance Evaluation Process: The work area team
mechanism that empowers people who perform a job to develop the job
procedures and performance standards
• Quality Network: A mechanism of peer approval through which an individual employee
can advance a good idea.
• Standing Problem-Solving Team: A standing work area team that addresses any
problem it chooses.
• Quality Improvement Team: Special teams assembled to solve an assigned problem
identified by an individual employee or leader.
• Strategic Quality Planning: Annual work area teams identify their missions, primary
supplier objectives and action plans, internal objectives and action plans, and progress
reviews.
• Streamlining Process: The annual hotel evaluation of processes, products, or services
that are no longer valuable to the customer
• Process Improvement: The team mechanism for corporate leaders, managers, and
employees to improve the most critical processes.
 KAIZEN BLITZ

It is an intense and rapid improvement process in which a team or a

department throws all its resources into an improvement project over
a short period of time, as opposed to traditional kaizen applications,
which are performed on a part-time basis.
 BREAKTHROUGH
IMPROVEMENT

Breakthrough improvement refers to discontinuous change, as

opposed to the gradual continuous improvement philosophy of
kaizen. Breakthrough improvements result from innovative and
creative thinking, often these are motivated by stretch goals, or break
through objectives.
 BENCHMARKING

Benchmarking is defined as "measuring your performance against

that of best-in-class companies, determining how the best-in-class
achieve those performance levels, and using basis for your own
company's targets, strategies, and implementation, or more simp "the
search of industry best practices that lead to superior performance.
 PRACTICES

Practices refers to approaches that produce exceptional results, are

usually innovative in terms of the us of technology or human
resources, and are recognized by customers or industry experts.
 COMPETITIVE
BENCHMARKING

Competitive benchmarking studying products or business results

against competitors to compare pricing, technical quality, features,
and other quality or performance characteristics.
 PROCESS
BENCHMARKING

Process benchmarking identifies the most effective practices in key

work processes in organizations that perform similar functions, no
matter in what industry.
 REENGINEERING

Reengineering has been defined as “the fundamental rethinking and

radical redesign of business processes to achieve dramatic
improvements in critical, contemporary often uncovers obsolete,
erroneous, or inappropriate assumptions.
 MANAGING
SUPPLY CHAIN

Today, supply chains are among the most important business

processes and can be viewed as encompassing many key value-
creation and support processes such as supplier selection and
certification, purchasing, logistics, receiving, and performance
measurement.
 SUPPLIERS

Suppliers include not only companies that provide materials and

components, but also distributors, transportation companies, and
information, health care, and education providers.
Effective supply chain management is based on three guiding principles:

1. Recognizing the strategic importance of suppliers in accomplishing

business objectives, particularly minimizing the total cost of ownership,
2. Developing win-win relationships through long-term partnerships rather
than as adversaries, and
3. Establishing trust through openness and honesty, thus leading to mutual
advantages.
 SUPPLIER
CERTIFICATION

Many companies use some type of supplier certification process to

help manage their supply chain. These processes are designed to rate
and certify suppliers who provide quality materials in a cost-effective
and timely manner.
Manufactures Association defines a certified supplier as one that,
after extensive investigation, is found to supply material of such
quality that routine testing on each lot received is unnecessary.