...Process Improvement : Prioritization and Scientific Approach What is a process? A process is no more than the steps and decisions involved in the way work is accomplished. Everything we do in our lives involves processes and lots of them. Examples: ( writing a work order, conducting a drill, performing a test ) Who owns processes? Everyone has a stake in one or more processes. Groups of individuals usually share in—and “own”—the activities which make up a process. But the one individual who is ultimately responsible and accountable for the proper working of the process is known as the “process owner.” The process owner is the immediate supervisor or leader who has control over the entire process from beginning to end. A process owner may choose to be a team leader and participate directly in the actions of a process improvement team. Or, the process owner may decide to delegate the team leadership role to another person who is knowledgeable about the process. Whatever the case, it is very important for the process owner to stay informed about the team’s actions and decisions affecting the process. What is process improvement? “Process improvement” means making things better, not just fighting fires or managing crises. It means setting aside the customary practice of blaming people for problems or failures. It is a way of looking at how we can do our work better. When we take a problem-solving approach or simply try to fix what’s broken, we may never...
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...Implementing Business Process Management Name Budget and Performance Analyst State Bar of California Prepared for Name CFO, Department of Finance July 30, 2013 Table of Contents LIST OF ILLUSTRATIONS 4 ABSTRACT 5 INTRODUCTION 6 Background 6 Business Process Improvement…………….….6 Types of Process Improvement………………… 7 Problem…………………………………………………………………7 Purpose…………………………………………………………………7 Scope…………………………………………………………………..7 DISCUSSION…………………………………………………………………8 Types of process improvement………………………….8 Six Sigma………………………………………………….8 Lean………………………………………………………….9 Barriers to Business process improvement…….10 Implementing Business process improvement in the public sector…………………………………………..11 Requirements………………………………………….11 Where to Implement……….……………………..12 Results……………………………………………………..13 Conclusion……………………………………………………………………13 Recommendations……………………………………………………..14 References………………………………………………………………….15 List of Illustrations Figure 1 Five Steps of Lean………………………………………………………….9 Abstract This report investigates how business process improvement can successfully enhance the State Bar as an organization by reducing waste, increasing efficiency, improving compliance and boosting staff satisfaction. Achieving the benefits of this process improvement will allow the State Bar to continue its level of service without increases in...
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... PROCESS IMPROVEMENT Process improvement refers to making a process more effective, efficient, or transparent. It is a continuous process. Process improvement helps an organization to view process value through the eyes of the customer. It helps to define, manage, and measure a process in order to regularly evaluate it using data-driven information. It reduces unnecessary business costs. The primary goal is to identify and understand issues in order to recognize solutions and implement improvements to stay aligned with customer needs and expectations. The Process Improvement Methodology serves as a common framework for understanding the ongoing nature of a process. It provides a set of phased activities for analysis of an existing process for the specific purpose of identifying improvement opportunities. Finally, it provides direction as to appropriate process management and periodic process review and evaluations geared toward ongoing improvement. The recommended tools you use will vary depending on scope of effort or size of process. Process improvement is an ongoing effort. Why is Process improvement important? All companies need to improve all their processes all the time. The ideal outcome is that jobs can be done cheaper, quicker, easier and most importantly safe. Experience also confirms that process improvement brings a significantly positive return on investment ROI and improvement in key business indicators. Process improvement is important to achieve...
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...Process Improvement Plan Christina Scott OPS/571 March 19, 2012 Ray E. Mowery Process Improvement Plan In week one of this course, the students were asked by the instructor to select a process that the student performed on a daily basis. This student chose the task of driving to work. The student collected driving times for four weeks. This paper will cover the explanation of the control limits, including calculations and data used to determine them. The paper will discuss the effect of any seasonal factors as well as the confidence intervals and their usefulness based on the number of data points. The data for four weeks of driving to work is: | week one | | week two | | week three | | week four | Tuesday | | | 26.58 | | 37.27 | | 28.47 | Wednesday | 31.04 | | 30.37 | | 29.49 | | 33.4 | Thursday | 29.59 | | 28.2 | | 30.42 | | 27.53 | Friday | 29.52 | | 28.34 | | 32.18 | | 28.08 | Monday | | | 31.37 | | 29.52 | | 31.17 | | | | | | | | | MEAN | 30.141111 | | | | | | | STD DEV | 2.4752514 | | | | | | | The average time to drive to work over the four weeks was 30 minutes and 14 seconds. This was calculated by collecting drive times for four weeks. This student collected for 18 days. The standard deviation for the process was 2.48 minutes. Using the formula tool in excel, the data collected for four weeks was used to calculate the standard deviation for the sample taken. A process improvement plan is a change in...
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...Toyota Motor Manufacturing, USA, INC. Background In the early 1980’s, Japanese automakers contemplated building cars in North America. Japan’s huge trade imbalance had caused political pressure to mount, while the economic feasibility of such investment had improved with a rapidly rising yen. At that time, however it was unclear whether cars produced outside Japan could live up to their hard-earned reputation of high quality at low cost. This issue was far from settled in 1985 when Toyota Motor Corporation (TMC) unveiled its plan to open and $800 million Greenfield plant in Kentucky. Thus, the company’s endeavor to transplant to unique production system to Bluegrass Country effectively became a live experiment for the world to watch. In July 1988, Toyota Motor Manufacturing, USA. (TMM) began volume production on a 1,300-acre site in Georgetown, near Lexington. The plant had an annual capacity of 200,000 Toyota Camry sedans, which would replace the bulk of Japanese imports of the same model. In 1992, TMM was expected to supply 240,000 of all the new Camry’s, whose sales were up by more than 20% since the model change in fall 1991. The new Camry joined the ranks of midsize family sedans, with constituted one third of the total American car market and returned an average 17% pretax profit margin on margin on a sticker price averaging $18,500. For the first time, in March 1992, TMM started producing wagon versions of the new Camry exclusively within Toyota’s worldwide plant...
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...Process Improvement Plan Sitaniel Johnson Operations Management June 13, 2010 Jose Rodrigo Pons Total Quality Management is composed of Employee Involvement, Customer Satisfaction, and Continuous Improvement in Performance. Statistical process control is using statistical methods to determine the control of a process. Statistical process control (SPC) entails using random samples to assess and examine the differences in a process (Chase, 2006). It makes sure that the process operates to its full potential to produce a specific outcome. The following information will address a practical type of continuous improvement know as Statistical Process Control (SPC). In week one my process was driving to work. Taking control of these processes helps cut the total process down to about 14 to 18 minutes per day. SPC mostly involves using control charts to detect defective or changed services or produces. SPC may be broadly broken down into three sets of activities: understanding the process; understanding the causes of variation; and elimination of the sources of special cause variation. The process intervention begins to help at the end of week two, by week four the process was controlled. ...
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... A software process is a collection of activities, methods and transformations that are used or followed by software developers to build and maintain software and the software related products. In other words, software process provides a roadmap through which software is developed. Since the existence of software processes, many software projects continued to fail even when software processes were used hence software processes alone are not enough for the success of the software project. Pressman (2010) supported this view by indicating that the existence and use of software process does not guarantee that software developed will be on time, will meet customers’ needs and will be of high quality. The quality of software in today software industry has been given much attention due to increased demand for high quality software. The reason of increased demand is because high quality software plays an important role in modern business environment. As indicated earlier that software alone cannot guarantee high quality software, software process need to be assessed and improved in order to achieve high quality software. Software process improvement is defined as a set of activities which leads to a better process which suite business goals hence it results with high quality software delivered on time. Höggerl and Sehorz (2006) describe software process improvement as a process where organizations use maturity to assess their process and to raise software quality...
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...Importance of Six Sigma as Process and Sustainability Improvement in United Parcel Services Martin Tunggadjaja March 2013 ABSTRACT Six Sigma is a process improvement developed by Motorola in 1985 that encompasses a set of strategies and tools acquired in order to improve the current business practice and systematic processes to fulfill the objectives. It is initially designed to measure how many faults or defects are in the process so that they can be eliminated systematically as part of improvement to reduce weaknesses and reinforce quality. One of popular process improvement methodology that is part of Six Sigma is DMAIC, which consists of: Define, Measure, Analysis, Improve and Control. Originally Six Sigma was first incorporated into manufacturing industries; this methodology also applies well to logistics companies since the focus is customer-oriented. Supply chain management is a key strategic factor for increasing organizational effectiveness and for better realization of goals such as enhanced competitiveness, better customer care and increased profitability (Gunasekaran, Patel, Tirtiroglu, 2001, p71). Therefore, Six Sigma as shown to be successful in delivering business benefits through variation reduction (Knowles, Whicker, Femat, 2005, p51). This paper discusses how Six Sigma apply to the logistics processes and an example case study of United Parcel Service (UPS) incorporating this technique to reposition itself in the world’s most improved logistics and...
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...Introduction: Business process management is one way organizations can imbibe the culture and framework for production efficiency and continual quality improvement (Okaland, 2003). Since the values and success of TQM are best archived when the organization as a whole accepts, understand and adheres to the guiding practice and processes established as enablers towards achieving results, it can then be said that an organizations business process model or framework should recognize all relevant stakeholders (both internal and external) and incorporate operation intricacies of these stakeholders into the overall quality improvement plan. Turbit (2005) made emphasis that once an organization establishes its primary mission the business process model of any of its functioning units should be aimed at achieving the primary objective while fitting in with other processes. Hence the overall process modeling needs to take into account all the activities that goes into achieving the defined objectives. Challenge of first-tier contractors in quality improvement: The activities of first-tier contractor can be related to realizing set quality improvement depending on how well the activities of these contractors are integrated into the development of the QMS processes of the organization. Segmenting the activities of the organizations into clusters of processes rather than departments is a key element which enables the organization tailor its activities towards delivering customer centric...
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...The Juran Trilogy: It is one of the best approaches developed by Dr. Joseph Juran. It has three components: Planning, control, and improvement, and is referred to as the Juran Trilogy. It is based loosely on financial processes such as budgeting (planning), expense measurement (control), and cost reduction (improvement). Quality Planning: The structured process for designing products and services that meet new breakthrough, goals and ensure that customer needs are met. The processes are called Design for Six Sigma or Concurrent Engineering. This can be particularly challenging for a planning team, because customers are not always consistent with what they say they want. The challenge for quality planning is to identify the most important needs from all the needs expressed by the customer. The planning component begins with external customers. Once quality goals are established, marketing determines the external customers, and all organizational personnel determine the internal customer. Once the customers are determined, their needs are discovered by: Being a user of the product or service, * communicating with customers through product or service * satisfaction and dissatisfaction information, or * Simulation in the laboratory. The next step in the planning process is to develop product and/or service features that respond to customer needs, meet the needs of the organization and its suppliers, are competitive, and optimize the costs of...
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...MBA 6022 Strategic Operations Management U02a1 Process Improvement Natasha Lynch Problem Statement Growth at the Toyota Motor Company skyrocketed with the opening of new subsidiaries from India and China to the U.S. and Brazil, which led to a strain on the company’s resources leading the company to misread the market, produce faulty products and to build underutilized plants. A program known as Construction of Cost Competitiveness for the 21st century was also introduced, to cut cost at every stage, by reducing the components in a car to 50%. Further along more aggressively than the latter, was the introduction of a Value Innovation strategy which promised savings by making the entire production process cheaper by trimming parts. With these cost saving mechanisms, Toyota also sort to seek a targeted global market share of 15% by 2010, whereby replacing GM from its number one position. Due to this growth, foundational philosophies like safety, and quality were undermined as focus was placed primarily on volume. This resulted in a series of vehicle recalls from 2006 spanning to approximately 4 years. Toyota refused to acknowledge complaints of faulty mechanics in their automobiles, and was slow to take appropriate actions. Background of Recall Crisis In 1999, 3.3 million vehicles were affected as the engines on some models like the Camry, Corollas were prone to oil gelling or sludging. Another issue occurred during the period 2003 to 2004 where more vehicles...
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...Sasha Green Capella University Strategic Operations Management - MBA6020 December 6, 2015 Abstract This document will be evaluating The Toyota Way process within Toyota during the time of their accelerator crisis. A problem statement will be defined around Toyota’s internal and external customer complaint responses and communication channels, especially between US Toyota employees and the authoritative management of Toyota based in Japan. Problem Statement To become the leading automotive producer, with a strong presence in all of the 50 states and abroad, Toyota developed a strong global marketing plan and employed more than 8,900 people. They “produced 5.2 million cars in 58 production sites in 2000, and by 2009 they had the capacity to produce 10 million cars and had added 17 production sites.” (Greto et al, 2010, p. 3). Any industry leader in the position of Toyota should seize opportunities to grow and expand while ensuring that the company employees, customers, and stakeholders all stand to benefit and are all well informed about the possibilities that lie ahead. Effectively, a clear and informative communication system must be part of the company’s organization structure. However, the organizational structure known as the Toyota Way, a system designed to provide the tools for people to continually improve their work, though efficient and effective, could not prevent the accelerator crisis. Toyota’s rigid corporate culture and a hierarchy of seniority are...
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...players involved with a process improvement (PI) task. Group and individual responsibilities are highlighted. However, your organization may require more—or fewer—groups. Also note that one person can fulfill many of these roles simultaneously or serially, depending on the size of your organization and the complexity of your process improvement effort. Process Improvement Champions, Sponsors, and Groups Process improvement efforts generally require the following individuals and groups: PI Sponsor—The person from the organization responsible for overseeing the entire PI effort. This person generally has the power to allocate funds and personnel. This person is usually at the directorate level or above. PI Champion—This is the public relations person for the PI effort. This personmay or may not also serve as the EPG Lead. This person markets the idea, approach, and results of PI. Engineering Process Group (EPG) Lead—This person leads the group thatreviews processes. This person assigns tasks to the EPG members, monitors their efforts, and plans the daily duties of the EPG. Interpreting the CMMI. A process Improvement Approach. Second Edition. Margaret K.Kulpa, Kent A.Johnson Página 1 EPG Members—these individuals serve on the EPG as committee members. They are responsible for ensuring that process improvement documentation is written and followed. They are also responsible for generating metrics totrack the process improvement process. They lead the PATs. Process Action Teams (PATs)—These...
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...Assessment Task Number 1 BSBHRM405A Support the recruitment, selection and induction of staff Assessment task 1 Shift Supervisor for Star Industries – Interview Portfolio RECRUITMENT AUTHORISATION REQUEST Recruiting will not commence until this form is completed and approved with a Position Description Attached. Date: 09/02/2014 Business Unit: Star Industries Department: Manufacturing Job Title: Shift Supervisor Oracle Cost Code: N/A √ Tick If New Position Replacing Existing Staff Member Name of Present Incumbent: (the person holding the position leaving) Mr Bob Brown__________________________________________________________ Position Reports to: Plant Manager NSW – Gary Denver Proposed Salary: $48,000 - $52,000 Existing Staff Salary: $50,944.40 Target Starting Date: 09/04/2014 Length of Probationary Period: 3 Months Recommended By: Gary Denver Date: 09/02/2014 Department Head: Jim Saunders Date: 09/02/2014 HUMAN RESOURCES Human Resources Advisor: Date: 09/02/2014 AUTHORISATIONAuthorised :Jim Saunders Date: 09/02/2014 (Managing Director of Business Unit): Al Perez Position Description POSITION TITLE:Shift Supervisor DIVISION:Production DEPARTMENT:Manufacturing RESPONSIBLE TO:Plant Manager Production of awnings. Ensuring stock control and stacking and re-stacking of product in warehouse. Maintenance of all plant and machinery. Liaise with suppliers and...
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...Reaction to Stress and Change Management often has a deep reaction to changes that requires some flexibility and being able to adapt to overcome. This type of behavior that management puts forth will help enhance their employees to do the same. Cross-training is also very important for employees when a merger and acquisition is occurring. Control Issues Managers must create a blended culture. A good manager will focus on areas within their control which will make them more successful during the major transition so it is very important for the manager to control their emotions. For the implementation of a merger and acquisition, employee buy- in is very important. Focusing on the position changes “Leaders set the tone for the culture and for how relationships are going to unfold in the combined organization. Therefore, leaders need to be sensitive to cultural issues from the initial dialogue with the target organization. It is easy to get off on the wrong foot” (DiGeogrio, 2002). “Employees and managers are brought into a circle where the employees and managers from one organization pairs with employees and managers from their other organization. Using these best experience ideas from these positive interactions serve as seeds for new departmental formulations and organizational designs” (Morrison, 2000). Working Together Managers will have success by using communication, commitment and engagement with their employees. The manager's role is to interact...
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