9300_Process Analysis and Improvement-V1.0

8/9/2019 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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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

9300_Process Analysis and Improvement-V1.0

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Transcript of 9300_Process Analysis and Improvement-V1.0