...Process Improvement Plan Jennifer DeRosa OPS/571 October 3, 2011 Tonya Webster PMP, CSM Process Improvement Plan Statistical Process Control is a technique that can be used to test output from a process. It is useful in determining how a process is currently being performed and if it can be improved upon (Chase, Jacobs, & Aquilano, 2006). As part of my week one assignment, I created a flowchart that detailed my weekday morning process. I chose this process because I wanted to find ways to reduce the amount of time it took me to get the kids off to school. By creating a flowchart, bottlenecks were identified as well as opportunities to maximize the limited amount of time I have to complete my morning routine. This paper will again use the process identified in week one to complete a Statistical Process Control that can be used to verify my standard process is operating in a way that allows me to complete all of the tasks and affords me additional time. This paper will also outline the control limits of my morning process, the effects of any seasonal factors, and the confidence intervals involved. Statistical Process Control Data was recorded for a period of two weeks on how long it took me to complete my morning routine and get my kids off to school. I tracked the minutes it took me to complete each step of my morning routine and used the totals from each day to calculate the mean. On average, the time it took me from the time I woke up to...
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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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...Process Improvement Plan Brandi D. Clark December 3, 2012 OPS/571 During the first portion of this course, a flowchart was established to show the process of preparing lunch daily. The main purpose of the flowchart was to provide the detailed process of packing lunch as well as identify areas of improvement within the process. The process was monitored over a 10-day period to see how much time is used solely to pack or create the lunch; this information will be used to provide the data collection element of this discussion. This discussion will also identify control limits of the lunch packing process, any confidence intervals involved as well as the effects of any seasonal impacts to the process. In the data collection period, many areas were identified as areas of opportunity. Below is the charting of durations based on area of the flowchart, the total process of preparing lunch takes at least 30-40 minutes depending on if food is prepared. Making food Choices | Getting Pantry Items | Wrapping food/placing in storage container | Selecting the lunch bag to use | 15-20 first 5 days | 20-25 first 5 days | 10 minutes all 8 days | 10 Minutes 4 days | 5-10 second 5 days | 15-20 second 5 days | 6 minutes 2 days | 4 minutes 6 days | The focus here is to minimize time selecting food and pantry items. If there were a reduction in the time it takes to make food choices or select pantry items the process would having a better chance of being completed in a timely fashion...
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...Process Plan Sims OPS/571 Operations Management December 12, 2011 Manuel Gonzalez Process Plan This paper will analyze the process of driving to an interview it will define a strategy, which can be applied to improve of the method. With building on week three’s task, which was recognizing the bottlenecks, I constant gather data that concerning the time it takes to drive to an interview during the week. The data is studied plus examined to decide what the lower and upper control limits will be in the sample means plus the sample range of the statistics. With consequence for the study offer evidence of ranges to progress to intensification the competence of the method. According to Chase, Jacobs, and Aquilano (2006) “the process, of collecting data, analyzing the data, and formulating an improvement plan is considered part of statistical process control.” Examination of the Data To describe diverse values required to build individually an X-bar plus the R chart first there is the must have based data need for the calculator. These are the numbers that I collected in the preceding last four weeks. The method of drive to a job interview was used, plus the numbers that was collect is itemizing below at this time in the table. Time entail on the road to a job interview Day wk. 1 wk. 2 wk. 3 wk. 4 Sample Means Sample Range 1 55 47 40 50 48.00 8 2 40 65 67 30 50.50 37 3 50...
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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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...Process Improvement Plan Annette Cross Ops/571 September 19, 2012 Diana Barnett Process Improvement Plan In getting ready for work in the morning there are many things that could go wrong and could cause the day to not go as planned. When discussing the process of getting ready for work in the morning I found there were many variables that could cause me to be late for work, cause my son to be late for school and other problems such as no lunches for my husband, my son, and I and more. When I discussed my process in the beginning, I found that the process could take me over an hour if I did not figure out ways to do thing more time effective and with better planning. There are also occurrences that I can not control that could also cause my morning to be frustrating and time consuming making me late for work and other problems as mentioned above. During week, one I noticed there were processes that were taking more time than needed the directed affected my time usage in the morning like showering in the morning. We have four people in our home who get up within 10 minutes of each and each one of us needs to get into the bathroom to shower, brush our teeth and prepare for the day. I feel if everyone was willing to shower in the evening that would shave at least 15 to 20 minutes off of our time, because I shower in the evening then I can wash up quickly in the morning and get dressed as well as my son. I found that another process that I could control is it...
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...This measurement is then used to help determine if a change in process is needed to improvement patient outcomes. There are several models used in process improvement including Juran’s Universal Sequence for Quality Improvement, the Seven-step problem-solving model, FOCUS-PDCA and Six-Sigma DMAIC (Langley, Moen, Nolan, Nolan, Norman & Provost, 2009). Chart reviews can be an integral step in all of these models in gleaning data to measure the depth of the problem or if it even exists. This paper will compare the advantages and disadvantages of reviewing charts, describe the basic considerations in performing chart reviews, and describe issues that can threaten the validity of data. Lastly, this paper will look closer at the Six-Sigma DMAIC process as this is the methodology used to guide process improvement in the facility for which this information is being obtained. Background. In 1966, Donabedian stated that the quality of health care is measured by structure, process, and outcome observation. Structure measurement includes resource quality, availability and accessibility (Donabedian, 1966). Process measurement looks at the health care services that clinicians and providers deliver (Donabedian, 1966). Outcome measurement is the end result of health care (Donabedian, 1966). Many of these measures can be obtained by reviewing different parts of a chart. For example, to ascertain if there is a proper process in place to get a patient with a ST elevated myocardial infarction...
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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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...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 contractors. Arrange for efficient staffing for each shift, including selection, induction and training of staff and associated matters such as wages and conditions of employment. Work with the assembly-line team to ensure that the production plan is met in full and on time. Duties and Responsibilities In consultation with Production Manager, purchase all items necessary for production....
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...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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... ABE - Adult Basic Education Adult Basic Education Accreditation Certification by a duly recognized body of the facilities, capability, objectivity, competence, and integrity of an agency, service or operational group or individual to provide the specific service(s) or operation(s) needed. Recognition given to a person or organization meeting certain standards. Achievement Performance as determined by some type of assessment or testing. Action Plan A specific method or process to achieve the results called for by one or more objectives. May be a simpler version of a project plan. Action planning and processes Deciding who is going to do what, by when and in what order for the organization to reach its strategic goals. The design and implementation of action planning depends on the nature and needs of the organization. An action plan includes a schedule with deadlines for significant actions. Action Projects A specific planned process and steps for completing one or more strategic goals and objectives, including ownership of the project. The Action Projects are the annual goals and challenges currently being addressed by San Juan College. Active listening A way of listening that focuses entirely on what the other person is saying. It confirms understanding of both the content of the message and the emotions and feelings underlying the message to ensure that understanding is accurate. Activities ...
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...Republic of the Philippines Technological University of the Philippines Ayala Boulevard, Ermita Manila IM – 10: Production Management CHAPTER VIII. Production Process Improvement For Product Innovation Submitted by: Tugade, Erwin Benedict P. Liang, Dongping (Jessie) BAM – IM – 4LE Submitted to: Noel B. Hernandez, Ph. D. Topics to be discussed 1. Production Process. 2. Characteristics of A Production Process. 3. Importance of Continuous Process improvement. 4. Innovation Drivers of Change. 5. Reverse Engineering. 6. Kaizen. Objectives * To be able to know what is Product Innovation. * To identify the reason of Continuous Innovation. * To be able to enumerate different factors Necessitating Change in Process Design * To introduce some new ways of thinking about continuous improvement. * To understand innovation as drivers of change. * To discuss about Reverse Engineering and Kaizen. Introduction To win in manufacturing, not only do you need the ability to innovate, but you must also execute upon that innovation and deliver new product to market before your competitors do. That's true manufacturing agility, and it can't happen if your enterprise is burdened by isolated plant-based execution systems that lack coordination between headquarters, engineering and the shop floor. As Blanchard (2005) believes that innovation is the successful exploitation of new ideas. And companies’ success, for example...
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...Continuous Improvement: A Process for Implementation Abstract This paper will explore the basic steps of a process improvement model utilizing the Deming cycle, or Plan-Do-Check-Act (PDCA), as a guide, in order to provide a framework for implementing continuous improvement. The first PDCA step is Planning, which has six tasks supporting the investigative planning process. The PDCA tasks include: 1) Describe the current process; 2) Collect data on the current process; 3) Identify and prioritize opportunities for process improvements; 4) Identify all possible causes; 5) Identify potential improvements; 6) Develop an action plan. The next PDCA step is the Do step and explains what is required for implementation of the selected improvements. The next PDCA step is the Check step. The Check step ensures a thorough review of the planned opportunity improvements from the previous steps as well as the execution of a supporting data collection effort. The final step is the Act step and is a culmination of all the previous PDCA steps, which results in a decision to adopt, adapt or abandon the selected improvements. The conclusion of this paper explains how the PDCA process improvement model can be utilized as a framework for implementing a continuous improvement. Introduction According to Neave (1987), in 1982 Dr. W. Edwards Deming provided one of his first statements regarding continuous improvement. He wrote,“Search continually for problems, to constantly...
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...BUSINESS PROCESS RE-ENGINEERING TO TOTAL QUALITY MANAGEMENT: AN EXAMINATION OF THE ISSUES J. Gonzalez Benito* A. R. Martinez Lorente, E.U.EE. Empresariales, Cartagena, University of Murcia, Spain. B. G. Dale, Manchester School of Management, UMIST, Manchester, UK * Corresponding author. Address: BUSINESS PROCESS RE-ENGINEERING TO TOTAL QUALITY MANAGEMENT: AN EXAMINATION OF THE ISSUES ABSTRACT This paper examines two research questions. Firstly, is a re-engineered company a suitable platform for the subsequent application of TQM principles? Secondly, is BPR an appropriate means to transform an organisation operating along traditional lines into one which is managed using TQM principles? It is argued that these questions have been given scant attention by the academic fraternity. The analysis presented in the paper indicates that the application of BPR can provide the base for the subsequent development of TQM. KEY WORDS Business Process Re-engineering, Total Quality Management, Continuous Improvement. INTRODUCTION In response to the globalization and growing competitiveness of world markets, companies are continually looking for different management recipes to get improvements into their business operations. A wide range of new philosophies such as lean production, world-class manufacturing, Total Quality Management (TQM) and Business Process Re-engineering (BPR) have been deployed as drivers to improve competitiveness, see Lee and Oakes (1996). Total Quality Management...
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