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| is the documentation and detailed understanding of how work is performed and how it can be redesigned. |
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| a voluntary system by which employees submit their ideas on process improvements. |
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| A group of knowledgeable, team-oriented individuals who work at one or more steps in the process, do the process analysis and make the necessary changes. |
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| Performance measures that are established for a process and the steps within it. |
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| A diagram that traces the flow of information, customers, equipment, or materials through the various steps of a process. |
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| A special flowchart of a service process that shows which steps have high customer contact (line of visibility). |
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An organized way of documenting the activities performed by a person or group of people at a work station, with a customer, or on materials.
Five categories of process charts:
Operations that change, create or add something.
Transportation (materials handling): Moving something.
Inspection: Checking or verifying something.
Delays: Time spent awaiting further action.
Storage: When something is put away until a later time. |
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| A form used to record the frequency of occurrence of certain service or product characteristics related to performance. |
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| A summarization of data measured on a continuous scale, showing the frequency distribution of some quality characteristic (the central tendency and dispersion of the data). |
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| A series of bars representing the frequency of occurrence of data characteristics measured on a yes-or-no basis. |
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| A bar chart on which factors are plotted in decreasing order of frequency along the horizontal axis. |
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| A plot of two variables showing whether they are related. |
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| A diagram that relates a key performance problem to it’s potential causes. |
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| Representation of data in a variety of pictorial forms, such as line charts and pie charts. |
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| is the act of reproducing the behavior of a process using a model that describes each step. |
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| redesign and improvement can be uncovered by asking six questions |
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Definition
1. What is being done?
2. When is it being done?
3. Who is doing it?
4. Where is it being done?
5. How is it being done?
6. How well does it do on the various metrics of importance? |
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| is letting a group of people, knowledgeable about the process, propose ideas for change by saying whatever comes to mind. |
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| a systematic procedure that measures a firm’s processes, services, and products against those of industry leaders. |
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| is based on comparisons with a direct industry competitor. |
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| compares functional areas in the firm with those of outstanding firms in any industry. |
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| involves using an internal unit with superior performance as the benchmark for other units. |
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| Planning, Analysis, Integration, and Action |
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| Identify the process, service or product to be benchmarked and the firm(s) to be used for comparison. Determine the performance metrics and collect the data. |
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| Determine the gap between the firm’s current performance and that of the benchmark firm(s). |
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| Establish goals and obtain the support of managers who must provide the resources for accomplishing the goals. |
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| Develop cross-functional teams of those most affected by the changes, develop action plans, implement the plans and monitor progress. |
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| Process Management Mistakes |
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Definition
Not Connecting with Strategic Issues
Not Involving the Right People in the Right Way
Not Giving the Design Teams and Process Analysts a Clear Charter and Then Holding Them Accountable
Not Being Satisfied Unless Fundamental “Reengineering” Changes Are Made
Not Considering the Impact on People
Not Giving Attention to Implementation
Not Creating an Infrastructure for Continuous Process Improvement. |
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