Fluent Essays

Respond to the following discussion topic. Your initial post should be a minimum of 150 words in length. Then, make at least two thoughtful responses to your fellow students’ posts. What processes must you follow within your organization? Do these processes provide value?Presentation attached week_4_powerpoint_presentation___process_focus_1.pptx Unformatted Attachment Preview Process Focus MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 9e, © 2014 Cengage Publishing 1 Wisdom from Texas Instruments “Unless you change the process, why would you expect the results to change?” © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 2 Processes  A process is a sequence of linked activities that is intended to achieve some result.  Processes involve combinations of people, machines, tools, techniques, materials, and improvements in a defined series of steps or actions.  Examples:  machining  mixing  assembly  filling orders,  approving loans © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 3 Process Versus Function © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 4 Key Process Management Principles for Performance Excellence (1 of 2)  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, cycle time, productivity, cost control, and other efficiency and effectiveness factors.  Seek ways to prevent defects, service errors, and rework and minimize costs associated with inspections, tests, and process or performance audits. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 5 Key Process Management Principles for Performance Excellence (2 of 2)  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.  Improve work processes to achieve better performance, reduce variability, improve products and services, and 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. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 6 Quality Profile – Honeywell Federal Manufacturing & Technologies  Multidisciplinary engineering and manufacturing operations for national defense systems.  Checks that ensure processes align with goals, and feedback scorecards, the system identifies, implements, measures, and sustains the “critical-toquality” needs necessary for desired performance.  Six Sigma Plus Continuous Improvement Model that ensures integration of customer and business requirements into all design projects © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 7 Quality Profile – Boeing Aerospace Support  Developed a seven-step approach for defining, managing, stabilizing, and improving processes.  Teams of employees who “own” and are responsible for the company’s complex operations and processes are the core of the company’s high performance work environment.  The “AS People System” helps to ensure that employees understand priorities and expectations; have the knowledge, training, and tools they need to do the job and to assess performance against goals and objectives; and are rewarded and recognized for their accomplishments. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 8 Process Management  …involves planning and administering the activities necessary to achieve a high level of performance in key business processes, and identifying opportunities for improving quality and operational performance, and ultimately, customer satisfaction. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 9 Process Management Activities  Design  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  Maintaining consistency in output by assessing performance and taking corrective action when necessary.  Improvement  Continually seeking to achieve higher levels of performance in the process, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 10 Process Management and ISO 9000  The entire set of standards is focused on an organization’s ability to understand, define, document, and manage its processes.  Organizations must plan and control the design and development of products and manage the interfaces between different groups involved in design and development to ensure effective communication and clear assignment of responsibility.  The standards address a wide variety of process management activities, including control of production and service, control of monitoring and measuring devices, and improvement of quality management system effectiveness. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 11 AT&T Process Management Principles  Process improvement focuses on the end-to-end process.  The mind-set 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 the quality management principles. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 12 Types of Processes  Value-creation processes – those most important to “running the business”  Design processes – activities that develop functional product specifications  Production/delivery processes – those that create or deliver products  Support processes – those most important to an organization’s value creation processes, employees, and daily operations © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 13 Projects as Processes  In many companies, value-creation processes take the form of projects—temporary work structures that start up, produce products or services, and then shut down.  Project management involves all activities associated with planning, scheduling, and controlling projects. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 14 Process Requirements  Value creation process requirements usually depend on consumer or external customer needs.  Support process requirements are driven by internal customer needs and must be aligned with the needs of key value-creation processes © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 15 Value Creation Processes for Pal’s Sudden Service © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 16 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 considerations include safety, cost, variability, productivity, environmental impact, “green” manufacturing, measurement capability, and maintainability of equipment. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 17 Process Mapping  A process map (flowchart) describes the specific steps in a process. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 18 Developing Process Maps 1. Begin with the process output and ask, “What is the last essential subprocess that produces the output of the process?” 2. For that subprocess, ask, “What input does it need to produce the process output?” For each input, test its value to ensure that it is required. 3. For each input, identify its source. In many cases, the input will be the output of the previous subprocess. In some cases, the input may come from external suppliers. 4. Continue backward, one subprocess at a time, until each input comes from an external supplier © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 19 Analyzing Process Maps  Are the steps in the process arranged in logical sequence?  Do all steps add value? Can some steps be eliminated and should      others be added in order to improve quality or operational performance? Can some be combined? Should some be reordered? Are capacities of each step in balance; that is, do bottlenecks exist for which customers will incur excessive waiting time? What skills, equipment, and tools are required at each step of the process? Should some steps be automated? At which points in the system might errors occur that would result in customer dissatisfaction, and how might these errors be corrected? At which point or points should quality be measured? Where interaction with the customer occurs, what procedures and guidelines should employees follow to present a positive image? © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 20 Service Process Design  Three basic components:  Physical facilities, processes and procedures  Employee behavior  Employee professional judgment  Designing a service essentially involves determining an effective balance among all three of these. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 21 Key Service Dimensions Customer contact and interaction Labor intensity Customization © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 22 Key Questions for Service Process Design  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? © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 23 Design for Agility  Agility refers to flexibility and short cycle times.  Flexibility refers to the ability to adapt quickly and effectively to changing requirements.  Examples:  rapid changeover from one product to another  rapid response to changing demands  the ability to produce a wide range of customized services  Agility is crucial to such customer-focused strategies as mass customization. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 24 Mistake-Proofing Processes  Typical reasons for mistakes and errors:  Forgetfulness due to lack of reinforcement or guidance  Misunderstanding or incorrect identification because of the lack of familiarity with process or procedures  Lack of experience  Absentmindedness and lack of attention, especially when a process is automated © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 25 Preventing Mistakes 1. Designing potential defects and errors out of the process. This 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. Often results in some nonvalue-added time. 3. Identifying defects and errors soon after they occur and quickly correcting the process. Results in some scrap, rework, and wasted resources. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 26 Poka-Yoke  …an approach for mistake-proofing processes using automatic devices or simple methods to avoid human error.  Based on:  Prediction, or recognizing that a defect is about to occur and providing a warning  Detection, or recognizing that a defect has occurred and stopping the process. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 27 Examples  Many machines have sensors that would be activated only if the part      was placed in the correct position. A device on a drill counts the number of holes drilled in a work piece; a buzzer sounds if the work piece is removed before the correct number of holes has been drilled. Computer programs display a warning message if a file that has not been saved is to be closed. Passwords set for web accounts are entered twice. Orders for critical aircraft parts use pre-fit foam forms that only allow the correct part to be placed in them, ensuring that the correct parts are shipped. Associates at Amazon sort products into bins that weigh them and compare the weight to the order; if there is an inconsistency, the associate is prompted to verify the items. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 28 Types of Service Errors (1 of 2)  Task errors include doing work incorrectly, work not requested, work on the wrong order, or working too slowly.  Treatment errors 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.  Tangible errors, such as unclean facilities, dirty uniforms, inappropriate temperature, and document errors. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 29 Types of Service Errors (2 of 2)  Customer errors in preparation such as the failure to bring necessary materials to the encounter, to understand their role in the service transaction, and to engage the correct service.  Customer errors during an encounter such as inattention, misunderstanding, or simply a memory lapse, and include failure to remember steps in the process or to follow instructions.  Customer errors at the resolution stage of a service encounter include failure to signal service inadequacies, to learn from experience, to adjust expectations, and to execute appropriate post-encounter actions. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 30 Process Control  Control – the activity of ensuring conformance to requirements and taking corrective action when necessary to correct problems and maintain stable performance  Control is different from improvement: © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 31 Elements of Control Systems  Any control system has four elements: (1) a standard or goal, (2) a means of measuring accomplishment, (3) comparison of results with the standard to provide feedback, and (4) the ability to make corrections as appropriate. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 32 Processes and Control Measures in the City of Coral Springs, FL © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 33 Control and Improvement  Control should be the basis for organizational learning and lead to improvement and prevention of defects and errors.  After-action review  What was supposed to happen?  What actually happened?  Why was there a difference?  What can we learn? © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 34 Process Control in Manufacturing  Control is usually applied to incoming materials, key processes, and final products and services.  Effective quality control systems include  documented procedures for all key processes;  a clear understanding of the appropriate equipment and working environment;  methods for monitoring and controlling critical quality characteristics; approval processes for equipment;  criteria for workmanship, such as written standards, samples, or illustrations; and  maintenance activities. © 2014 part. 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.. 35 Effective Control Systems  Documented procedures for all key processes;  A clear understanding of the appropriate equipment and working environment;  Methods for monitoring and controlling critical quality characteristics;  Approval processes for equipment;  Criteria for workmanship, such as written standards, samples, or illustrations; and  Maintenance activit ... Purchase answer to see full attachment