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8/16/2019 Process Mng
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L:\EQA \ EQA97 \ generel \ inds_kr.ppt
Process Management
&
Continuous Improvements
“ A process is a sequence of activities (tasks) that is
intended to achieve some result - typically to create value
for customers”
PROCESS
- tasks -
PROCESS
- tasks -Customer Supplier
Input Output
VALUE ADDING
- through transformation of input to output -
A process
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PRODUCTION
SUPPORT
RM
Inventory
RM
Inventory
S u p p l i e r s
C u s t o m
e r s
Order
process
Order
process
Step 1Step 1 Step 2Step 2FG
Inventory
FG
Inventory
PlanningPlanningProcure-
ment
Procure-
ment
The value stream
Identify
customer
needs
Identify
customer
needs
Transform needs
into attributes
(Q, C, D)
Transform needs
into attributes
(Q, C, D)
Transform needs
into process
capabilities
Transform needs
into process
capabilities
Identify
and map
current processes
Identify
and map
current processes
Evaluate current processes in terms of:
satisfaction of customer needs
management
costs
Evaluate current processes in terms of:
satisfaction of customer needs
management
costs
Reengineer processes focusing on:
customer needs
ease of production / delivery
cycle time
employee satisfaction and education
flexibility and growth
Reengineer processes focusing on:
customer needs
ease of production / delivery
cycle time
employee satisfaction and education
flexibility and growth
Develop and
document best
practice
Develop and
document best
practice
Develop control
and
check points
Develop control
and
check points
Reengineer
the
organisation
Reengineer
the
organisation
Implement
the
changes
Implement
the
changes
Monitor and
evaluate
progress
Monitor and
evaluate
progress
Process Reengineering
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Types of processes
z An organisation consists of several processes:
– Development processes (i.e. R&D, strategy…)
– Production/delivery processes
– Support processes (Training, IT, accounting…)
z Production/delivery processes has external customers
(end-users)
zDevelopment and support processes has internalcustomers - these processes are prerequisites for creating
value for end-users
TQM Processes
Customer
Driven
Master Plan
Daily Management
Cross
Functional
Management
Hoshin
PlanningMaximize
Coordination &
Cooperation
among All
Related Functions
Maximize
Focus on
Strategic Targets
from CEO to
Line Employees
Maximize
Individual's Department
Performance Every Day
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“Muda” is the Japanese word for waste. MUDA is:
“Everything that consumes
resources without creating
value”
Daily Management
Daily Management
zDifferent types of Muda
– all human activities that absorbs resources but creates no
value
– mistakes which requires rectification (re-work)
– production of items that no one really wants– processing steps that aren’t actually needed
– movements of people/materials without any purpose
– groups of people waiting downstream because an upstream
activity has not delivered on time
– any goods and services which don’t meet the needs of the
customers
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Time
Performance
Control
Control
Improvement
Daily Management
zControl versus improvement (kaizen)
Time
Performance
Continuous
improvement
Continuous
improvement
Innovation
Daily Management
z Improvement versus innovation
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Daily Management
zKaizen:
– Everybody must admit errors committed
– Everybody must try to do better next time
– Everybody must go through adequate education and training
in conducting improvements
– Continuous improvements are based on standardisation of
existing processes
– Improvements are preserved through standardisation
Daily Management
P
D
C
A
S
D
C
A
KAIZEN =+
SDCA
SDCA
SDCA
DCA
P
DCA
P
DCA
P
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Daily Management
zConnection between PDCA and SDCA
P
D
C
A
S
D
C
A
Step 1Step 1 Step 2Step 2 Step 3Step 3 Step 4Step 4 OutputInput
Quality check points Quality control point
Daily Managements
z Performance measurements
– Quality control points
› measures the process result
– Quality check points
› measures the state of the process (the result drivers - 6M’s)
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OutputOutput
Daily Management
zHow to define control and check points
– What are the most important characteristics of the finished
process output (in tern of Q, C & D)?
› The answer(s) would be a good control point
– What drives (or influences) the process’ capability to deliver
this output?
› The answers would be good check points
– Define level of performance and how to measure it
– Communicate the checkpoints and level of performance tothe process upstream
Hoshin Planning
zThe objective of Hoshin Planning is to deploy the
strategy of the organisation
Top
Down
Bottom
Up
Agreement Coordinated action
Turning Strategic Intent into
an Annual Operating Plan
Engagement of the whole
company
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Hoshin Planning
z From strategic intentions to yearly plans
Management
Process
Deployment
Setting
Direction
Vision, Mission, Priorities
3-5 Year Goals & Strategies
Implementation
Annual Objectives and Vital
Few Actions
Cascade Objectives and
Agree Vital Few Actions
Annual Diagnosis
Regular Review
Hoshin Planning vs.Traditional
Purpose
Values
Operating Principles
Purpose
Values
Operating Principles
Environmental Scan
Scenario Analysis
Statement of Vision
Environmental Scan
Scenario Analysis
Statement of VisionSelection of Key vision Element
Objectives
Metrics
Deployment
Objectives
Strategic Metrics
Catshball
Deployment
Breackthrough
Process Improvements
Maintenance
Strategic Breackthrough
Strategic Process Improvements
Strategic Maintenance
Analysis of Results
Annual Review
Analysis of Results
Analysis of Process
Regular Review
Annual Review
Traditional Flow Hoshin Flow
Mission
Vision
Year Plan
Plan Implementation
Plan Review
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Hoshin Planning
zCatchball
Back and forth up to two times
Cross Functional Management
zEmployees across functions share objectives as well as
the responsibility to reach these objectives
zThe three cross-functional objectives Quality, Cost,
Scheduling/Delivery are overordnede i forhold til
liniefunktioner som design og produktion
zThe aim of Cross Functional Management (CFM) is to
ease coordination in relation to the cross-functional
objectives and to break down the barriers between
departments
zCFM is a continuous search for improvements
horizontally as well as vertically
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Cross Functional Management
zConnection between KAIZEN and Hoshin Planning
Quality
Cost
Schedule
KAIZEN
Policy-
deployment
Departments
MaintenanceRutine-
management
CFM
Small group activity
Individual suggestions
Cross Functional Management
zQCS-wheel
Production and
procurement
Marketing Product-
planning
Design
Production
planning
Quality
Cost
Scedule
Supporting functions
Strategic planning
Top management
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Cross Functional Management
What are the best doing?
Lessons to be learned
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Leading practices
zTranslate customer requirements into product and
service requirements early in the design process, taking
into account linkages between:
– product design requirements
– manufacturing process requirements
– supplier capabilities
– legal and environmental issues.
Leading practices
zBuild quality into the product and service, using:
– engineering tools
– statistical tools
zExamples are the use of Quality Function Deployment
(QFD), Factorial Designs and Controlled Experiments.
z Use a product development process, that ensures:
– cross-functional participation and communication
– trouble free production
zExamples are the use of Quality Function Deployment
(QFD) Design For Manufacturability.
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Leading practices
zDefine and document critical production/delivery andsupport processes:
– make corrections to the present quality control systems
zExamples are the use of ISO 9000 Quality Standards.
zDefine and communicate performance requirements forsuppliers:
– Quality
– Delivery
zChose supplier based on performance rather than onprice.
zExamples are the use supplier managementprogrammes and supplier partnerships.
Leading practices
zUse statistical process control:
– Monitor all key processes
– Prevent special causes form returning
– Enhance process capability
z Facilitate continuous improvements:– Continuous improvement programmes (CIP)
– Educate all employees and assign responsibility
– Set “stretch goals”
– Use benchmarking