1 PROCESS IMPROVEMENT DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT.

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1 PROCESS PROCESS IMPROVEMENT IMPROVEMENT DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT

Transcript of 1 PROCESS IMPROVEMENT DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT.

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PROCESS PROCESS IMPROVEMEIMPROVEME

NTNT

DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE

DEVELOPMENTDEVELOPMENT

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OBJECTIVESOBJECTIVES

1. Process and process focused strategy2. Process characteristics3. Concepts of process management4. Six ingredients that are essential for

managing any type of process5. Identify and manage key processes6. Strategies for process improvement?7. Flow chart

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INTRODUCTIONINTRODUCTION

An input-output phenomenon

Input = resources; output = products & by products

KnowledgeSkillExperienceInformationFacilitiesMechineToolsMaterialsSuppliesEnergies

ProductBy-productsService

INPUT OUTPUT

PROCESS

Figure 1: Fundamental Product Process Relationship

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INTRODUCTION INTRODUCTION

Two general types of strategies exist for creating products that meet or exceed customer needs and expectations: (1) process focused or (2) product focused.

Process focus : how we design and build our products (i.e., how we combine inputs and processes).

Product focus : what we design and build.

Concern and formulate strategies for both process and product.

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PROCESS PROCESS

PROCESS: A bound set of interrelated work activities, each having prescribed inputs and outputs.

Can be material, equipment, other tangible objects, or various kinds of information, are converted by a series of activities into an output provided to a recipient.

RECIPIENT: -> can be either an external or internal customer. -> An external customer is a person or organization that pays for the service or products received. An internal customer can be a department, a group (in case of an internal operation), or some other processing equipment and machinery. -> can be a location where the process's outputs are stored for future use (e.g, a warehouse).

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Input

Output

Process(A chain of related and sequential activities)

Figure 2: A simple process

Processes typically cut across functional boundaries in an organization

This simplified definition of a process needs expansion

PROCESS

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PROCESS PROCESS

According to Melan (1993), a process can be defined by its four key functions:1. Endpoints2. Transformations3. Feedback4. Repeatability

1.Endpointsdefined as its inputs and outputs. endpoints categories:

a. Inputsb. Outputsc. Customers

d. Catalyst event

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PROCESS PROCESS

INPUTScan be equipment, materials, methods, or the environment.

OUTPUTS products or services.

CUSTOMERS users of the products or services. can be either internal or external to the organization. the ultimate judges of the quality of the process outputs. the primary customer is the most important customer for any product or service.

CATALYST EVENT can be classified as an input as well as an independent endpoint. the single event that signals the beginning of the process. it establishes the initial boundary of the process.

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PROCESS PROCESS

2. Transformations Can be classified into three categories.a. Physicalb. Locationalc. TransactionalPhysical transformation

changes some tangible item, such as raw or semi-finished material, into another state. E.g. act of melting down pellets and injecting the melted plastic into a mold.

Locational transformationalso changes physical items. it changes the location of objects or materials and does not change the materials in any other physical manner. E.g.the movement of plastic pellets from the warehouse to the shop floor or the movement of the final product from the shop floor into the storage or shipping area.

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PROCESS PROCESS

Transactional transformation

• involves the modification of nontangible items.

• these items include the electronic movement of money in banks, the sales of stock by stockbrokers, or the assembly of marketing research data by advertisers.

• the primary input item is information or data.

• the transformation process could involve the modification of data.

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PROCESS PROCESS

3. Feedbackinvolve communication and evaluation channels by which the transformation activities are modified, or corrected, to maintain the desired attributes of the output. every process requires feedback to regulate its output. feedback can take many forms. it can occur as information from the output side of the process or from check - points inside the conversion processes. Feedback can also take the form of economic information, such as gross sales revenue, which is used to evaluate the operation.

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Feedback ensures that the process is effective, efficient, and achieving its desired output. Feedback can be divided into five categories.a. Customer needs and expectations*b. Specific customer targets*c. The voice of the customer*

d. Specific process targets# e. The voice of the process#

* involve information from the output of the process. # involve information from within the process.

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4. Repeatability

a process is or can be executed regularly in the same manner with the same output.

Some processes are continuous, while others operate cyclically or intermittently. The process of assembling cars on a

production line is a continuous process. Building custom cabinets for new houses is an intermittent process. But, whether a process is continuous or

intermittent, it must be repeatable.

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PROCESS CHARACTERISTICS PROCESS CHARACTERISTICS

Whether a process involves transformations of a physical, locational, or transactional nature, it has 10 common characteristics.1. Clearly defined ownership2. Boundaries3. Capacity4. Documentation5. Control points 6. Effectiveness7. Efficiency8. Adaptability9. Measurements10. Corrective action-An input-output phenomenon

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PROCESS CHARACTERISTICSPROCESS CHARACTERISTICS

1. Clearly defined ownership

Traditionally, the ownership of physical and locational processes has been clear and explicit.

The process owner was the departmental manager.

Understood the organizational mission and the process's output & had personal responsibility and accountability for the process and its output.

The manager's performance was judged by quantifiable standards, such as cost, schedule, and quality.

Recently, process ownership has gradually shifted toward empowered work groups and self-directed work teams.

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and in these teams, employees are assuming some traditional roles of management.

the basic ideas remain the same.

the process owner, whether an individual or a team, is responsible for yield, cost, quality, and schedule.

the process owner must manage the process to the targets set on this standard.

the process owner has the authority to change the process to maintain its desired outputs.

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2. Boundaries

Boundaries are the beginning and end of a process.

Physical and locational processes have clearly defined boundaries.

The final output from and the input(s) required by these processes are clear and unambiguous.

However, the boundaries of transactional processes are harder to identify.

Further, output specifications for transactional processes may not truly reflect customer requirements, and input specifications may not achieve the desired output specifications with the existing processes.

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A lack of understanding about the input specifications and the output specifications is common in many business processes.

But in a well-managed transactional process, specification problems are minimized through conscious effort aimed at classifying the work product as it proceeds from one operation to another.

Thus, the boundaries of a well-managed process are well-defined and controlled.

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3. Capacity

• Capacity is the output rate of the process.

• Capacity is usually expressed in terms of design, or theoretical, capacity and effective capacity.

• Thus, design capacity is stated without consideration for such matters as equipment reliability, maintenance, or personnel factors such as learning curves, absenteeism, illness, and so on.

• These considerations, when allowed for, enable effective capacity to be calculated.

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4. Documentation

A detailed record of work flow in processes.

Can be written in great detail, or it can be a collection of various bits of data.

Provides a permanent record of the physical transformation taking place in a production process.

Provides a reference point from which the repeatability of a process can be measured, and it provides a baseline from which any changes can be measured.

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Serves as both a training and reference aid for

the personnel involved in the process.

Typical documents include process flowcharts, assembly drawings, and routings.

Process flowcharts graphically describe the sequence of operations in the process.

Assembly drawings show how a product is constructed.

Routings describe operational steps that accompany the process flowchart.

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5. Control points Regulate the quality of work or provide feedback. Established to manage the natural variation that

occurs in physical processes.

6. Effectiveness It measures feedback against process goals. Effectiveness is best assessed by measurement,

both internal and external. External effectiveness measures must reflect

customer requirements. Internal effectiveness measurements must reflect

both external and internal customer requirements. It should proceed from the external boundary to the

starting boundary of the process.

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Integrated flow diagrams that reflect established requirements are useful for measuring effectiveness.

Ineffectiveness is often easier to identify than effectiveness.

These are some symptoms that suggest an ineffective process.

- Customer complaints- Inconsistent output quality- Lack of awareness of output quality- Absence of a corrective-action system- Lack of interest in the customer- Long response times in correcting problems

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7.Efficiency

A measure of the output against the resources required to achieve that output.

It reflects how productive the internal operations are and how effectively resources are used in the process.

A traditional measure of efficiency is the ratio of output to the capacity of a process.

Inefficiency is easier to identify than efficiency.

These are some symptoms of inefficiency. - Multiple off-line inspections - Redundant, unnecessary, or nonvalue-added

activities - Corrective actions such as rework and

reconciliation - Supplier problems (e.g: poor quality or late

deliveries) - Excessive costs of value-added activities (E.g: high production costs)

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PROCESS CHARACTERISTICSPROCESS CHARACTERISTICS

8. Adaptability

The ability of the process to adjust to change - either technological or output changes.

A process responses to changing conditions such as output requirements, internal constraints, and input quality.

A process is adaptable if it can be changed to meet new requirements without significant modifications.

May require some work flow, personnel, and equipment changes when a process change is needed, but the process should remain largely intact.

Processes that lack adaptability tend to be limited in

nature [equipment capability (capacity, throughput, & cycle times) or human aspects (skills, flexibility,

resistance to change & other human factors)].

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PROCESS CHARACTERISTICSPROCESS CHARACTERISTICS

9. Measurements

A statistical basis for controlling the flow of work and managing variation @ provide a basis for feedback.

Continuous measurements are inherent in any well- managed process (meet specifications).

Process adapt to the natural variations that occur.

Relied only on end-of-line measurements, or final quality controls approach costly in terms of scrap and rework.

Statistical techniques e.g Pareto analysis and variation charts, are useful for managing repetitive operations.

Need to measure products against the requirements of the process without removing the product from the process.

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PROCESS CHARACTERISTICSPROCESS CHARACTERISTICS

The action required to correct for natural variations in a process.

In a well-designed and -managed process, internal feedback from measurements at one or more control points identifies the need for corrective action before sub-quality products are produced.

The process is quickly adjusted to correct for the variations, and the process's effectiveness and efficiency do not suffer despite the natural variations.

Feedback and corrective actions are the heart of process control; without them, the process loses its repeatability, quality, and consistency.

10 COMMON PROCESS CHARACTERISTICS

1. Clearly defined ownership2. Boundaries3. Capacity4. Documentation5. Control points 6. Effectiveness7. Efficiency8. Adaptability9. Measurements10. Corrective action-An input-output phenomenon

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PROCESS CHARACTERISTICSPROCESS CHARACTERISTICS

Table 1: Differences between service and manufacturing processes

CharacteristicCharacteristic ServiceService ManufacturingManufacturing

OwnershipOwnership Tends to be ambiguous Tends to be ambiguous or has multiple ownersor has multiple owners

Usually clearly definedUsually clearly defined

BoundariesBoundaries Often unclear, fuzzyOften unclear, fuzzy Clearly definedClearly defined

Control pointsControl points Often nonexistentOften nonexistent Clearly established andClearly established anddefineddefined

MeasurementMeasurement Often nonexistent, hard Often nonexistent, hard to defineto define

Easy to define andEasy to define andmanagemanage

Corrective Corrective actionaction

Usually done reactivelyUsually done reactively Performed during andPerformed during andexternal to the processexternal to the process

Both manufacturing and service processes contain the 10 characteristics outlined.

Thoroughness and attention paid to these 10 characteristics vary depending on the environment.

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PROCESS MANAGEMENT PROCESS MANAGEMENT

Pall (1987) identifies six ingredients that are essential for process management:1. Ownership: Assign responsibility for the design, operation, and improvement of the process.2. Planning: Establish a structured and disciplined approach to understand, define, and document all major components in the process and their interrelationships.3. Control: Assure effectiveness; all outputs are predictable and consistent with the customers' expectations.4. Measurement: Map performance attributes to customers' requirements, and establish criteria for the accuracy, precision, and frequency of data acquisition.5. Improvement: Increase effectiveness of the process by permanently embedding identified improvements.6. Optimization: Increase efficiency and productivity by permanently embedding identified improvements.

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PROCESS MANAGEMENTPROCESS MANAGEMENT

Table 2: Process Management Model (Tenner and De Torro, 1994)

11 Identify key processes impacting on success (core Identify key processes impacting on success (core business processes)business processes)

22 Assign ownershipAssign ownership

33 Plan approach to define and document process Plan approach to define and document process (with the aid of a flow chart)(with the aid of a flow chart)

44 Measure performance against customer’s Measure performance against customer’s expectations (feedbacks)expectations (feedbacks)

55 Control process to assure predictable Control process to assure predictable performanceperformance

66 Improve capability of the processes to meet Improve capability of the processes to meet customer’s expectationscustomer’s expectations

77 Optimize efficiency and productivityOptimize efficiency and productivity

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PROCESS IMPROVEMENTPROCESS IMPROVEMENT

People involved in the operation and improvement of processes

1. Customers: the people (or person) for whom the output (product or service) is being produced. The people who will use the output directly or who will take it as input into their work process.

2. Work group: the people (or person) who work in the process to produce and deliver the desired output.

3. Supplier: the people (or person) who provide input to the work process. The people in the process are in fact the customers of the supplier.

4. Owner: the person who is responsible for the operation of the process and for its improvement.

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IDENTIFYING KEY PROCESSES FOR IDENTIFYING KEY PROCESSES FOR IMPROVEMENTIMPROVEMENT

Six questions by Geary Rummler & Alan Brache Six questions by Geary Rummler & Alan Brache (1988):(1988):

Which Which products and servicesproducts and services are most are most important to the customers?important to the customers?

What are the What are the processesprocesses that produce these that produce these products and services?products and services?

What are the What are the key ingredientskey ingredients that stimulate that stimulate action in the organization, and what are the action in the organization, and what are the processes that convert these stimuli to processes that convert these stimuli to outputs?outputs?

Which processes have Which processes have the highest visibilitythe highest visibility with customers?with customers?

Which processes have Which processes have the greatest impactthe greatest impact on on customer-driven performance standards?customer-driven performance standards?

Which processes do performance data or Which processes do performance data or common sense suggest have the common sense suggest have the greatest greatest potential for improvementpotential for improvement??

PROCESS IMPROVEMENTPROCESS IMPROVEMENT

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PROCESS IMPROVEMENT STRATEGIESPROCESS IMPROVEMENT STRATEGIES Three different approaches for improving Three different approaches for improving

the efficiency or effectiveness of a the efficiency or effectiveness of a process: process:

Continuous improvementContinuous improvement -a ladder, step -a ladder, step by step approach, also known as Kaizen.by step approach, also known as Kaizen.

BenchmarkingBenchmarking - search for and emulate - search for and emulate the best available practices and processes.the best available practices and processes.

ReengineeringReengineering - - the fundamental rethinking the fundamental rethinking and radical redesign of business processes to and radical redesign of business processes to achieve dramatic improvements achieve dramatic improvements

PROCESS IMPROVEMENTPROCESS IMPROVEMENT

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Breakthrough

Incremental

Exp

ecte

d I

mpac

t

Ongoing Periodic Occasional

Application Frequency

PROCESS IMPROVEMENTPROCESS IMPROVEMENT

Process Improvement Strategies. Process Improvement Strategies. Source: Adapted from T. McCabe, The Quality Source: Adapted from T. McCabe, The Quality

Network, 1993.Network, 1993.

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Process Improvement Analysis Process Improvement Analysis HierarchyHierarchy

Incrementalimprovement

Breakthroughor

Incrementalimprovement

Breakthroughimprovement

Improvement Potential

5. Addition

4. Simplification

3. Sequence

2. Combination

1. Elimination

Quantum of Improvement

TECHNIQUES FOR PROCESS IMPROVEMENT TECHNIQUES FOR PROCESS IMPROVEMENT

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1. Elimination1. Elimination - eliminate non-value-added activities. Instead - eliminate non-value-added activities. Instead of totally eliminate, replace the functional essence of the of totally eliminate, replace the functional essence of the activity with a superior technology.activity with a superior technology.

2. Combination2. Combination - combine activities in order to extract process - combine activities in order to extract process improvement. improvement.

3. Change of sequence3. Change of sequence - examine the sequence to see if a - examine the sequence to see if a reordering will provide improvement.reordering will provide improvement.

4. Simplification4. Simplification - examine activities with the expectation of - examine activities with the expectation of improvement through simplifying the activities themselves.improvement through simplifying the activities themselves.

5. Addition5. Addition – If processes are clearly ineffective, need to add a – If processes are clearly ineffective, need to add a process step; but additions are our last resort.process step; but additions are our last resort.

TECHNIQUES FOR PROCESS IMPROVEMENTTECHNIQUES FOR PROCESS IMPROVEMENT

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Process Improvement ModelProcess Improvement Model

1 Define problem

2Identify and document process

3 Measure performance

4 Understand why

5 Develop and test ideas

6Implement solutions andevalaute

SIX STEPS TO PROCESS IMPROVEMENT SIX STEPS TO PROCESS IMPROVEMENT

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Step 1: Define the problemStep 1: Define the problem

1. Identify the output.1. Identify the output.

2. Identify the customers.2. Identify the customers.

3. Define the customers' requirements.3. Define the customers' requirements.

4. Identify the processes producing 4. Identify the processes producing these outputs.these outputs.

5. Identify the owner(s) of the 5. Identify the owner(s) of the processes.processes.

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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Step 2: Identify and document the Step 2: Identify and document the processprocess

FlowchartFlowchart

commonly used tool for describing processes. commonly used tool for describing processes.

enables to perform four following improvement enables to perform four following improvement activities:activities:

Identify the participants in the process, either by Identify the participants in the process, either by name, by position, or by organization.name, by position, or by organization.

Provide all participants in the process with a Provide all participants in the process with a common understanding both of all steps in the common understanding both of all steps in the process and of their individual roles.process and of their individual roles.

Identify inefficient, wasteful, and redundant steps.Identify inefficient, wasteful, and redundant steps. Offer a framework for defining process Offer a framework for defining process

measurements.measurements.

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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Step 3: Measure PerformanceStep 3: Measure Performance

The process must be objective and can The process must be objective and can be done by evaluating these be done by evaluating these parameter:parameter:

Customer satisfaction.Customer satisfaction. Customers’ need and demand.Customers’ need and demand. Output which actually delivered by Output which actually delivered by

the processes (capability).the processes (capability). Cost of quality (the cost for correcting Cost of quality (the cost for correcting

or repairing error or damage caused or repairing error or damage caused by variation process )by variation process )

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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Step 4: Understand WhyStep 4: Understand Why

whywhy – the classic tools of statistical – the classic tools of statistical analysis and quality (analysis and quality (Pareto analysis, Pareto analysis, cause-and-effect analysis, histogram, cause-and-effect analysis, histogram, and control chartsand control charts) can be applied ) can be applied to to understand the root causes of the understand the root causes of the performance gap and process performance gap and process effectiveness. effectiveness.

What are the sources of variation? What are the sources of variation?

What are the root causes? What are the root causes?

What are the process effectiveness.What are the process effectiveness.

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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Step 5: Develop and Test IdeasStep 5: Develop and Test Ideas

• Developing ideas for improvement Developing ideas for improvement begins with this step. begins with this step.

• These steps led to identify causes These steps led to identify causes of the principal problem. of the principal problem.

• Ideas for improvement must Ideas for improvement must address the root causes of the address the root causes of the problem before it can be problem before it can be implemented immensely in order to implemented immensely in order to evaluate the effectiveness in evaluate the effectiveness in solving the identified problems.solving the identified problems.

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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Step 6:Implement Solutions and Step 6:Implement Solutions and EvaluateEvaluate

This sixth step begins by planning and This sixth step begins by planning and implementing the improvements implementing the improvements identified and verified in the step 5. identified and verified in the step 5.

Step 6 continues to measure and Step 6 continues to measure and evaluate the effectiveness of the evaluate the effectiveness of the improved process.improved process.

Finally, return to step 1 to begin the Finally, return to step 1 to begin the next increment in the ongoing process next increment in the ongoing process of continuous improvement.of continuous improvement.

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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1. Select and describe problem

2. Study present system3. Identify possible causes

1. Select and describe problem

2. Study present system3. Identify possible causes

4. Plan and implement solution

4. Plan and implement solution5. Evaluate effects5. Evaluate effects

6. Standardize solution7. Reflect on process and develop future plans

6. Standardize solution7. Reflect on process and develop future plans

PDCA SEVEN-STEP METHOD

SIX STEPS TO PROCESS IMPROVEMENTSIX STEPS TO PROCESS IMPROVEMENT

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The Deming CycleThe Deming Cycle

(1)Plan

(4)Action

(2)Do

(3)Check(Study) Quality

DEMING CYCLEDEMING CYCLEDEMING CYCLE

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PlanPlan Define the processDefine the process: start, end, and what it does.: start, end, and what it does. Describe the processDescribe the process: list the key tasks and sequence of : list the key tasks and sequence of

steps, people involved, equipment used, environmental steps, people involved, equipment used, environmental conditions, work methods and materials used.conditions, work methods and materials used.

Describe the playersDescribe the players: external and internal customers : external and internal customers and suppliers, and process operators.and suppliers, and process operators.

Define customers expectationsDefine customers expectations: what, where and when.: what, where and when. Determine dataDetermine data: performance data and data for better : performance data and data for better

understanding of process.understanding of process. Describe the perceive problemsDescribe the perceive problems associated with process. associated with process. Identify the primary causesIdentify the primary causes of problems. of problems. Develop potential changes or solutionsDevelop potential changes or solutions to the process to the process

and evaluate changes.and evaluate changes. Select the bestSelect the best solution(s). solution(s).

DEMING CYCLE DEMING CYCLE

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DoDo Conduct a pilot study or Conduct a pilot study or

experimentexperiment to test the impact of to test the impact of the potential solutions.the potential solutions.

Identify measures to understand Identify measures to understand how any changes or solutionshow any changes or solutions are are successful in addressing the successful in addressing the perceived problems.perceived problems.

DEMING CYCLEDEMING CYCLE

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StudyStudy Examine the results of the pilot study Examine the results of the pilot study

or experiment.or experiment.

Determine whether process Determine whether process performance has improved.performance has improved.

Identify further necessary Identify further necessary experimentation.experimentation.

DEMING CYCLEDEMING CYCLE

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ActAct Select the best change or solution.Select the best change or solution.

Develop an implementation plan: what Develop an implementation plan: what needs to be done, who should be needs to be done, who should be involved, and when the plan should be involved, and when the plan should be accomplished.accomplished.

Standardize the solution, e.g. by writing Standardize the solution, e.g. by writing new standard operating procedures.new standard operating procedures.

Establish a process to monitor and Establish a process to monitor and control process performancecontrol process performance

DEMING CYCLEDEMING CYCLE

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Flow ChartsFlow Charts Provides a clear view of how a process works. Provides a clear view of how a process works.

A pictorial representation of the steps in a A pictorial representation of the steps in a given process. given process.

Steps are presented graphically in sequence Steps are presented graphically in sequence with symbolic shapes, and the flow of the with symbolic shapes, and the flow of the process is indicated with arrows connecting process is indicated with arrows connecting the symbols. the symbols.

Should include every activity in the process. Should include every activity in the process.

Should be the first step in identifying problems Should be the first step in identifying problems and targeting areas for improvement. and targeting areas for improvement.

FLOW CHARTS FLOW CHARTS

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Purpose of flowcharting: Purpose of flowcharting:

• enable members to examine the order enable members to examine the order presented and come to a common presented and come to a common understanding of how the process operates. understanding of how the process operates.

• to describe an existing process or to present a to describe an existing process or to present a proposed change in the flow of a process.proposed change in the flow of a process.

• help you see whether the steps of a process are help you see whether the steps of a process are logical, uncover problems or logical, uncover problems or miscommunications, define the boundaries of a miscommunications, define the boundaries of a process, and develop a common base of process, and develop a common base of knowledge about a process. knowledge about a process.

• brings to light redundancies, delays, dead ends, brings to light redundancies, delays, dead ends, and indirect paths that would otherwise remain and indirect paths that would otherwise remain unnoticed or ignored.unnoticed or ignored.

FLOW CHARTSFLOW CHARTS

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Steps in Flowcharting a Steps in Flowcharting a ProcessProcess

1.1. Decide on the process to flowchart. Decide on the process to flowchart. 2.2. Define the boundaries of the process: the Define the boundaries of the process: the

beginning and the end. beginning and the end. 3.3. Describe the beginning step of the process Describe the beginning step of the process

in an oval. in an oval. 4.4. Ask yourself Ask yourself "what happens next?""what happens next?" and add and add

the step to the flowchart as a rectangle.  the step to the flowchart as a rectangle.  5.5. When a decision point is reached, write the When a decision point is reached, write the

decision in the form of a question in a decision in the form of a question in a diamond and develop the "yes" and "no" diamond and develop the "yes" and "no" paths. . paths. .

6.6. Repeat steps 4 and 5 until the last step in Repeat steps 4 and 5 until the last step in the process is reached. the process is reached.

7.7. Describe the ending boundary/step in an Describe the ending boundary/step in an oval. oval.

FLOW CHARTSFLOW CHARTS

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Symbols in a Flowchart:Symbols in a Flowchart:FLOW CHARTSFLOW CHARTS

Defines the boundaries of a process; shows the start or Defines the boundaries of a process; shows the start or stop of a process.stop of a process.

Designates a single step in a process. Briefly describe Designates a single step in a process. Briefly describe the step inside the box.the step inside the box.

A diamond signifies a decision point in the process. A diamond signifies a decision point in the process. Write the type of decision made inside the diamond in Write the type of decision made inside the diamond in the form of a question. The question is answered by the form of a question. The question is answered by two arrows--"yes" and "no"--which lead to two two arrows--"yes" and "no"--which lead to two different branches.different branches.

A small circle that surrounds a letter signifies where A small circle that surrounds a letter signifies where you pick up a process on the same page; represents a you pick up a process on the same page; represents a connection.connection.

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Three main types of Three main types of flowcharts: flowcharts:

1. 1. High-level flowcharts mapHigh-level flowcharts map shows only shows only the major steps in a process for a good the major steps in a process for a good overview.overview.

FLOW CHARTSFLOW CHARTS

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2. 2. Detailed flowchartsDetailed flowcharts show a step-by- show a step-by-step mapping of all events and step mapping of all events and

decisions in a process. decisions in a process.

FLOW CHARTSFLOW CHARTS

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3. 3. Deployment flowchartsDeployment flowcharts organize the organize the flowchart by columns, with each column flowchart by columns, with each column

representing a person or department representing a person or department involved in a process. involved in a process.

FLOW CHARTSFLOW CHARTS

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To construct an effective To construct an effective flowchart: flowchart:

Define the process boundaries with starting and Define the process boundaries with starting and ending points. ending points.

Complete the big picture before filling in the Complete the big picture before filling in the details.details.

Clearly define each step in the process. Be Clearly define each step in the process. Be

accurate and honest. accurate and honest.

Identify time lags and non-value-adding steps. Identify time lags and non-value-adding steps.

Circulate the flowchart to other people involved Circulate the flowchart to other people involved in the process to get their comments. in the process to get their comments.

FLOW CHARTSFLOW CHARTS

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A completed flowchart enables A completed flowchart enables you to: you to:

Identify Identify time lagstime lags and and non-value-non-value-adding adding steps. steps.

Identify Identify responsibilityresponsibility for each step. for each step. Brainstorm for Brainstorm for problems problems in the in the

process. process. Determine major and minor inputs into Determine major and minor inputs into

the process with the process with a cause & effect a cause & effect diagramdiagram. .

Choose the most likely Choose the most likely trouble spotstrouble spots with the consensus builder. with the consensus builder.

FLOW CHARTSFLOW CHARTS

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THANK YOUTHANK YOU