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9300_Process Analysis and Improvement-V1.0
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Transcript of 9300_Process Analysis and Improvement-V1.0
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PROCESS DESIGN AND ANALYSIS
Professor Winfred S.William
Xavier Institute of ana!ement
"#u$anes%ar
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Some Generi' "usiness Pro'esses
Pro'ess /lo% 0nit In&ut1Out&ut2ransformation
Order fulfillment Orders /rom t#e re'ei&t of an order todeliver) of t#e &rodu't
Production Products /rom t#e re'ei&t of materials tot#e 'om&letion of t#e finis#ed
&rodu't
Outbound logistics Products /rom t#e end of &rodu'tion tot#e deliver) of t#e &rodu't to t#e'ustomer
Sul! c!cle Sulies /rom issuin! of a &ur'#aseorder to t#e re'ei&t of t#esu&&lies
Customer ser"ice Customers /rom arrival of a 'ustomer tot#e de&arture
Ne# roduct de"eloment Pro$ects /rom t#e re'o!nition of a needto laun'#in! of a &rodu't
C%s& c!cle C%s& /rom t#e e3&enditure offunds4 'osts5 to t#e 'olle'tion of
revenues
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Pro'ess a&&in!
Pro'ess a&s 4 or Pro'ess C#arts 5 tra'e t#e sequence ofevents for a single item of a single product. 2#e) ma)
in'lude additional information su'# as ')'le time-
inventor)- and e6ui&ment information.E'%mles of #or( Process)
"uildin! A Cir'uit "oard 7isitin! t#e P#)si'ian
O$tainin! a Pass&ort
Desi!nin! a Wor* Cell
An orderly, prescribed sequence of events intended to produce a
product or outcome.Random house Unabridged Dictionary
W&%t Is % Process ?
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?o% to a& and Anal)se a Pro'ess
8. Define t#e &ro'ess $oundaries 4startin!&oint@sto&&in! &oint5.
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Pro'ess C#art S)m$ols
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"enefits of Pro'ess a&&in!
Puts a s&otli!#t on %aste
Streamlines %or* &ro'esses
Defines and standardies t#e ste&s and
se6uen'e
Promotes dee& understandin! of t#e &ro'ess
$ein! ma&&ed
"uilds 'onsensus 1 #el&s to !et &eo&le toa!ree on a &ro'ess
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E3am&le of Pro'ess /lo%'#artE3am&le of Pro'ess /lo%'#art
Ste
Oer%tion
Tr%nsort
Insect
+el%!
Stor%ge
+ist%nce
,feet-
Time
,min-+escrition
of
rocess
.
/
0
1
2
3
4
5
6
.7
..
Unlo%d %les from truc(
8o"e to insection st%tion
Weig&9 insect9 sort
8o"e to stor%ge
W%it until needed
8o"e to eeler
Ales eeled %nd cored
So%( in #%ter until needed
Pl%ce in con"e!or
8o"e to mi'ing %re%
Weig&9 insect9 sort
Tot%lP%ge . 7f 0 157
07
2
/7
.2
037
07
/7
.67 ft
/7 ft
/7 ft
27 ft
.77 ft
+%te) 6:07:7/
An%l!st) T;R
;oc%tion)
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E3am&le of a&&in!
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/lo% Dia!rams
Servi'e visi$le to 'ustomer
Customer
de&arts
%it# 'ar
Re&air not aut#oried
Re&airaut#oried
Servi'e not visi$le to 'ustomer
H Points 'riti'al to t#e su''ess of t#e servi'e
H Points at %#i'# failure is most often e3&erien'ed
Colle't
&a)ment
Notif)
'ustomer
Customer
dro&s off
'ar
e'#ani'
ma*es
dia!nosis
Dis'uss
needed
%or* %it#
'ustomer
Order
&arts
Parts
availa$le
C#e'*
&arts
availa$ilit)
Perform
%or*
Parts notavaila$le
Ins&e't@
test and
re&air
Perform
'orre'ted
%or*
Corre'tive
%or*
ne'essar)
Re&air 'om&lete
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e1Administration Pro'ess
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Dru! Order to
Deliver ) Pro'ess
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Pro'ess Anal)sis @ Evaluation
Kuestionin! 2e'#ni6ue
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2#e 6uestionin! te'#ni6ue is t#e means $)
%#i'# t#e 'riti'al e3amination is 'ondu'ted- ea'#
a'tivit) $ein! su$>e'ted in turn to a s)stemati'
and &ro!ressive series of 6uestions.
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PRIARY K0ES2IONS
t#e P0RPOSE for %#i'#
t#e PLACE at %#i'#
t#e SEK0ENCE in %#i'#t#e PERSON $) %#om
t#e EANS $) %#i'#
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ELIMINIATING
COMBINING
REARRANGING
OR
SIMPLIFING
those activitiesWith a view to
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SECONDARY K0ES2IONS
2#e se'ondar) 6uestions 'over t#e se'ond
sta!e of t#e 6uestionin! te'#ni6ue- durin! %#i'#
t#e ans%ers to t#e &rimar) 6uestions are
su$>e'ted to furt#er 6uer) to determine %#et#er&ossi$le alternatives of &la'e- se6uen'e-
&ersons and means are &ra'ti'a$le and
&referred as a means of im&rovement u&on t#e
e3istin! met#od.
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PURPOSE: what is done
wh! is it done
what e"se #i$ht %e done
what sho&"d %e done
PLACE: whe'e is it done
Wh! is it done the'e
Whe'e e"se #i$ht it is done
Whe'e sho&"d it %e done
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Servi'e "lue&rint
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Servi'e a&&in!@"lue&rintin!
A tool for simultaneousl) de&i'tin! t#e servi'e &ro'ess-
t#e &oints of 'ustomer 'onta't- and t#e eviden'e of
servi'e from t#e 'ustomer=s &oint of vie%.
Service
Mapping
Proces
s
Points of
Contact
Evidenc
e
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Servi'e "lue&rint Com&onents
CUSTOMER ACTIONS
line of interaction
ONSTAGE CONTACT EMPLOYEE ACTIONS
line of visibility
BACSTAGE CONTACT EMPLOYEE ACTIONS
line of internal interaction
SUPPORT PROCESSES
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Servi'e "lue&rint Com&onents
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Automotive Servi'e O&eration
+contin&ed,
A''iva" not
noticed
Not se'ved in o'de'
P'ocess ti#e-consin$
inco''ect
dia$nosis
inco''ect
esti#ate
F
F
F
F
F
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Ste& 8
Identif) t#e
&ro'ess to
$e $lue1&rinted.
Ste& 8
Identif) t#e
&ro'ess to
$e $lue1&rinted.
Ste& PROCESS I8PRO@E8ENT AN+
PROCESS INNO@ATION CO8PARE+
ImprovementImprovement InnovationInnovation
Level of changeLevel of change IncrementalIncremental RadicalRadical
Starting PointStarting Point Existing processesExisting processes Clean slateClean slate
Frequency of changeFrequency of change One time ContinuousOne time Continuous One timeOne time
!ime Required!ime Required ShortShort LongLong
ParticipationParticipation "ottom#up"ottom#up !op do$n!op do$n
!ypical scope!ypical scope %arro$ Functional%arro$ Functional Cross functionalCross functional
Ris&Ris& 'oderate'oderate (igh(igh
Primary ena)lerPrimary ena)ler Statistical controlStatistical control I!I!
!ype of Change!ype of Change CulturalCultural Cultural structuralCultural structural
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XI"
PROCESS ENA"LERS
ENA"LING ROLE O/ IN/ORA2ION 2EC?NOLOGY
EDIEXPER2 SYS2ESNE2WORJ LINJS
?0AN RESO0RCE ENA"LERS
A02ONOO0S WORJ 2EASCAREER PLANNINGORGANISA2IONAL AND ANAGEEN2 DE7ELOPEN2
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XI"
Issues Drivin! "PR
Common E3ternal "usiness Pro$lems
T&ree Cs
Customerstoda) *no% %#at t#e) %ant- %#at t#e) are
%illin! to &a)- and #o% to !et &rodu'ts and servi'es on t#eir
O%n terms.
Cometitionis 'ontinuousl) in'reasin! %it# res&e't to &ri'e-
6ualit)- sele'tion- servi'e and &rom&tness of deliver).
C&%nge'ontinues to o''ur. ar*ets- &rodu'ts- servi'es-
te'#nolo!)- t#e $usiness environment- and &eo&le *ee& '#an!in!-
fre6uentl) in an un&redi'ta$le and si!nifi'ant manner.
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XI"
"PR et#odolo!)
Ste .) Pre%re for BPR
"uild 'ross fun'tional teamIdentif) 'ustomer driven o$>e'tiveDevelo& strate!i' &ur&ose
Ste /) 8% An%l!=e As:Is rocess
Create a'tivit) modelsCreate &ro'ess modelsSimulate M &erform anal)sisIdentif) dis'onne'ts M value addin! &ro'ess
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XI"
Ste 0) +esign To:Be rocesses
"en'#mar* &ro'essesDesi!n 2o1"e &ro'esses
7alidate 2o1"e &ro'essesPerform 2rade1off anal)sis
Ste 1) Imlement Reengineered Process
Evolve im&lementation &lan
Protot)&e M simulate transition &lansInitiate trainin! &ro!ramsIm&lement transition &lan
Ste 2) Imro"e Continuousl!
Initiate On1!oin! measurementRevie% &erforman'e a!ainst tar!etIm&rove &ro'ess 'ontinuousl)
CO88ON ERRORS THAT ;EA+ CO8PANIES
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XI"
CO88ON ERRORS THAT ;EA+ CO8PANIES
O> >AI; AT DRE*
2r) to fi3 a &ro'ess instead of '#an!in! it.
Don=t fo'us on $usiness &ro'ess.
I!nore ever)t#in! e3'e&t &ro'ess redesi!n. Ne!le't &eo&le=s values and $eliefs.
"e %illin! to settle for minor results.
Kuit too earl).
Pla'e &rior 'onstraint on t#e definition of t#e &ro$lem and t#e s'o&e of t#e RE=effort.
Allo% e3istin! 'or&orate 'ulture and mana!ement attitudes to &revent RE= from!ettin! started.
2r) to ma*e RE= #a&&en from t#e$ottomu&. Assi!n someone %#o doesn=t understand RE= to lead t#e team
S*im& on t#e resour'es devoted to RE=
"ur) RE= in t#e middle of t#e 'or&orate a!enda.
Dissi&ate ener!) a'ross a !reat man) RE= &ro>e't. /ail to distin!uis# RE= from ot#er $usiness im&rovement &ro!rammes.
Con'entrate e3'lusivel) on desi!n.
2r) to ma*e RE= #a&&en %it#out ma*in! an)$od) un#a&&).
Pull $a'* %#en &eo&le resist ma*in! '#an!es.
Dra! t#e effort out.
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STEP +ESCRIPTION ;EA+TI8E
OPERATION TI8E orWORF CONTENT
8 Lo!s re6uest for DEAL on a &ie'e of &a&er4&o&5
< ove t#e &o& u&stairs to 'redit de&t. W#ere a s&e'ialistentered t#e inf. Into a 'om&uter M '#e'*ed t#e &otential of$orro%er=s 'redit %ort#iness and %rote t#e result on a &o&M dis&at'#ed to $usiness &ro'ess de&artment
"&d %ould atta'# s&e'ial terms et'.- 4#as it=s o%n'om&uter s).5
B Pri'e *e)s data Into a s&reads#eet to determine t#ea&&ro&riate interest rate %rote on &o&.
Cleri'al !rou& #andles t#e remainin! an administratorturns all t#is into a 6uote letter %#i'# !oes to /SP $)/ederal E3&ress.
TOTA; ;GTIS 3 TO .1+AS A"gG5 +%!s
TOTA; WG COG T IS 67 8ING,A"g-
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FSP #eel! t$at233
*L+! IS TOO LON.+ ,consequences that the customer
is given enough time to loo& forsomeone else or competitorcould seduce the customer-
*%O O%E IS ."LE !O S./ !(E S!.!0S of the
request $hen FSP callsrequest $as lostsome$here in the chain
I'PRO1E'E%! 'E.S0RE
CONTROL DES4
B)t it re)ire! moreManpo*er an 5o!t!more 6 L3T3 'oe! )p
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0$at I! t$e prolem7
REMINDER8(9DA:S;
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SOLUTION (o)t5ome o# REEN.INEERIN."
REPLACE SPECIALISTS 0IT/ .ENERALISTS
Call Ta@er!
Creit C$e5@er!Pri5er!Amini!trator!an !o on222
Eample-
One inivi)al !)pporte+ an ea!+;to;o 5omp)terS+!tem t$at provie! a55e!!to all t$e ata 6 tool! t$atSpe5iali!t! )!e3
RESULTS or BENIFITS
*L+!+ reduction from 2daysto 3 hours more than 456 reduction-*%o of 7E.LS processed has gone up )y 855 times not 8556-
Be5a)!e o# t$e a!!)mption t$at ever+ BID *a! )ni)e, i##i5)ltan re)ire! /i'$l+ traine Spe5iali!t!3
Ol Pro5e!! *a! over e!i'ne to $anle mo!t i##i5)lt Appli5ant!3
Still !)5$ appli5ant! mi'$t ei!t3 B)t )!in' 9=;= R)le (pareto"t$e+ are !e're'ate3 9= i! $anle + .enerali!t!3 Remainin'
= i! $anle + .enerali!t! *or@in' *it$ Spe5iali!t! a! TEAM3
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Pro'ess Im&rovement F A Case Stud)
"est/it 7alves
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"ottlene'*
Lon!er duration 4En6uir) 1 Kuote5
Redundant &ro'esses 4Dra%in!5
Premature drafts 4Pro'ess s#eets5
Cumulative time la! 4 F 9 %ee*s5
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"rea*t#rou!# Re1en!ineered
Elimination of redundan') 4Dra%in!5
A&&li'ation $ased on S&reads#eet 4I25
Ease of a&&in! F S&reads#eet atri3
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Sample Enquiry No
File No XYZ
File No XYZ
File No XYZ
z
'ostingDept
)rocess S*eet
Scenario # ,fter
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O&timied Results
Duration 'ut1do%n
Kui'* Res&onse
Kuotes $) ar*etin! De&t 4I21ena$led5
Cost onitorin! $) Costin! De&t
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2#an* )ou