Makes the process visible so that people can discuss it trouble shoot it

Makes the process visible so that people can discuss

  • University of Houston
  • EXAM 2
  • Test Prep
  • boohoo1234
  • 14
  • 100% (6) 6 out of 6 people found this document helpful

This preview shows page 9 - 12 out of 14 pages.

Provides a baseline against which to measure the impact of improvement efforts. Makes the process visible so that people can discuss it, trouble-shoot it, improve it. Forces people to address what is actually happening in the organization. The mapping activity itself often highlights problems that can be addressed & improved. Process Mapping 1. Flow Chart Process Map - involves a well-defined start and finish connected by a variety of process steps (top – down)
o used to understand and simplify complex processes 2. Swim Lane Process Map - involves a well-defined start and finish connected by a variety of process steps (left – right) o the various functions/people/specialties each have a horizontal “swim lane” within which all of their responsibilities are listed o used to describe processes that are managed by software 3. Value Stream Process Map - diagrams the entire creation of value through a company. Each product category is mapped separately. (left – right; raw material – customer) o Describes who does the work, in what quantities, the time it takes to do the work, and delays encountered o Used to decrease process delays and waste and to make sure the process can meet the customer requirements 4. Line Balancing Process Map - lists all the individual tasks of all the functions/people involved in a process. o graphically describes how long each function/person takes to complete a process compared to a target rate for the process o Used to “rebalance” the process by changing the responsibilities of individual functions/people: Allowing overworked functions/people to transfer some of their responsibility to underutilized functions/people Calculations Productivity = Outputs / Inputs Efficiency = 100% * (actual outputs / standard outputs) Efficiency = 100% * (actual productivity / standard productivity) o Standard output: estimated/ expected output Continuous Tool Improvements Benchmarking - process of identifying, understanding, and adapting outstanding practices from within the same organization or from other businesses to help improve performance – sharing of “best practices” o Competitive Benchmarking – the comparison of an organization’s processes with those of competing organizations – from publically available data
o Process Benchmarking – the comparison of an organization’s processes with those of non- competitors that have been identified as having superior processes o Internal Benchmarking – the comparison of one function within your organization to another function within your organization CH 13 Six Sigma - an improvement framework that targets problem-solving and consistency using a well-defined set of analytical tools – many of which are based on statistics emphasis on reducing variability in processes Purpose: Understanding and managing customer requirements Aligning key business processes to achieve those requirements Utilizing data analysis to minimize variation in those processes Driving rapid and sustainable improvement to the business processes Improvement Methodology (DMAIC) 1. Define

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture