quality management for engineers_chapter7 - ISE 527 Quality...

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ISE 527- Quality Management for Engineers (Fall 2011)
Chapter 7- Process management

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Chapter 7

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A process is a
sequence of
activities that is
intended to
achieve some
result.

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Chapter 7 discusses
philosophies and
approaches for
designing and
managing important
processes in an
organization.

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Process
•
Flow chart
•
Operating instructions
Output
defect
rqmnts.
External
rqmnts.
Customer

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Wisdom from Texas Instruments
“Unless you change
the process, why would
you expect the results
to change?”
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Process Management Principles for
Performance Excellence
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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.
ü
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.
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Key Process Management Practices for
Performance Excellence
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Identify vital work processes that relate to core competencies
and deliver customer value, profitability, organizational
success, and sustainability.
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Determine key work process requirements, incorporating input
from customers, suppliers, partners, and collaborators.
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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.
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Minimize overall costs associated with inspections, tests, and
process or performance audits, and seeking to prevent
defects, service errors, and rework and minimize warranty
costs or customers’ productivity losses, as appropriate.
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Viewing process management from quality perspective
Quality level* Organizational
(senior
management)
Process
(functions or
departments)
Performer
(job or task)
Quality
concerns
Meeting external
customer
requirements
-Avoiding sub-
optimization
-Translating
requirements
Meeting standards
for output based on
quality & customer
service
requirements that
originate at the
higher 2 levels
Process
management
Major value-
creation & support
processes defined
Process owners or
process facilitators
Process owners or
workers within the
process
*See chapter 1
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Business
processes
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Some business processes
Process Start Finish
Strategic planning
Product
development
Production
-order entry
-supply chain
-manufacturing
-shipment
-payment
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Key Idea
Leading companies identify important
business processes throughout the
value chain that affect customer
satisfaction. These processes typically
fall into two categories: value-creation
processes and support processes.