quality management for engineers_chapter7

quality management for engineers_chapter7 - ISE 527-...

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1 ISE 527- Quality Management for Engineers (Fall 2011) Chapter 7- Process management
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2 Chapter 7
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3
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4 A process is a sequence of activities that is intended to achieve some result.
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5 Chapter 7 discusses philosophies and approaches for designing and managing important processes in an organization.
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6 Process Flow chart Operating instructions Output defect rqmnts. External rqmnts. Customer
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7 Wisdom from Texas Instruments “Unless you change the process, why would you expect the results to change?” v7: 330 v8: 306
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Process Management Principles for Performance Excellence ü 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. 8 v7: 330 v8: 306
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Key Process Management Practices for Performance Excellence 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. 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. 9 v7: 330 v8: 306
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10 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 v7: 335 v8: not included
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Business processes 11
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12 Some business processes Process Start Finish Strategic planning Product development Production -order entry -supply chain -manufacturing -shipment -payment v7: 332 v8: 308
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13 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.
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This note was uploaded on 03/22/2012 for the course ISE 527507 taught by Professor Usc during the Spring '10 term at USC.

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quality management for engineers_chapter7 - ISE 527-...

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