Process Improvement Simplified

Francis G. King, James B. King

Description

Process Improvement Simplified is written for leaders and managers of organizations or enterprises who:
Are struggling with their organization’s success
Are not satisfied with the current state
Are striving to be number one
Have heard about the negatives or positives of process improvement (PI) but have never implemented it
But PI is not a panacea; it takes leadership commitment and involvement, plus organizational behavior modification so that PI becomes a disciplined way of life. It entails hard work through dealing with nitty-gritty details.
PI is not just a problem-solving methodology or another quality control tool. In fact, it is not a quality improvement tool like statistical process control or Six Sigma. It is a systematic approach to focus, measure, and redesign a critical process of any organization in order to reduce waste and achieve breakthrough improvement for that process. In this approach, personnel from other functions within the organization will be involved to ensure that the needs of customers and suppliers of the process are correctly reflected and supported.
This is a how-to book with simple examples. A step-by-step method of implementing PI is presented using the example of running a restaurant business.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Organizational Behavior
• Quality Control
• Employabilité, métiers et formations
• Quality control (disambiguation)
• Reliability
• Statistics
• Measurement
• Economics

Informations

• Publié par: ASQ Quality Press
• Date de parution: 29 mars 2014
• Nombre de lectures: 0
• EAN13: 9780873898805
• Langue: English

Extrait

Process Improvement Simplified



Also available from ASQ Quality Press:
Business Process Improvement Toolbox , Second Edition
Bjørn Andersen
The Quality Toolbox , Second Edition
Nancy R. Tague
Mapping Work Processes , Second Edition
Bjørn Andersen, Tom Natland Fagerhaug, Bjørnar Henriksen, and Lars E. Onsøyen
The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships
Grace L. Duffy, editor
Performance Metrics: The Levers for Process Management
Duke Okes
The Executive Guide to Innovation: Turning Good Ideas into Great Results
Jane Keathley, Peter Merrill, Tracy Owens, Ian Meggarrey, and Kevin Posey
Outcomes, Performance, Structure (OPS): Three Keys to Organizational Excellence
Michael E. Galleryand Stephen C. Carey
The ASQ Pocket Guide for the Certified Six Sigma Black Belt
T. M. Kubiak
The ASQ Pocket Guide to Root Cause Analysis
Bjørn Andersen and Tom Natland Fagerhaug
The Quality Improvement Handbook , Second Edition
ASQ Quality Management Division and John E. Bauer, Grace L. Duffy, Russell T. Westcott, editors
Process Improvement Using Six Sigma: A DMAIC Guide
Rama Shankar
The Certified Manager of Quality/Organizational Excellence Handbook , Fourth Edition
Russell T. Westcott, editor
To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at www.asq.org/quality-press .


Process Improvement Simplified
A How-To Book for Success in Any Organization
James B. King, Francis G. King, and Michael W. R. Davis
Under the Guidance of John Manoogian, Gene Nelson, Ray Smock, and Larry Sullivan
ASQ Quality Press
Milwaukee, Wisconsin



American Society for Quality, Quality Press, Milwaukee 53203
© 2014 by ASQ
All rights reserved. Published 2014

Library of Congress Cataloging-in-Publication Data

Cataloging in Publication Control Number: 2014000230



ISBN 978-0-87389-883-6

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

Acquisitions Editor: Matt T. Meinholz
Managing Editor: Paul Daniel O’Mara
Production Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.

To place orders or to request ASQ membership information, call 800-248-1946. Visit our website at http://www.asq.org/quality-press .

Table of Contents
List of Figures and Tables
Preface
Acknowledgments
Chapter 1: Introduction
Chapter 2: Troubled Processes in Real Life
Airport Screening
State and Local Governments
Small Businesses
Big Business
Professional
Institutional
Service
Chapter Summary
Chapter 3: Yield and Throughput
Example of the Shirt: Learning About Yield
Successive Outputs from Machines
Supplementing Experience with Data
What Does Experience Plus Data Tell Us?
Example of the Breakfast: Learning About Throughput
Measurements and Their Analysis Are Done Methodically with Discipline
Advantages and Disadvantages of Measuring and Analyzing a Process
Chapter Summary
Chapter 4: Who Is the Customer?
Can a Dryer Be a customer?
Process Boundaries
Suppliers and Customers of the Process
The Example of the Restaurant: Learning About Unhappy Customers
Fear As a Motivator: Making a Decision on Implementing PI
Chapter Summary
Chapter 5: How to Begin Process Improvement
Pains and Opportunities in PI
Turning PI Opportunities into Goals
Critical Process and Process Boundaries
Define the Boundaries of the Critical Process
Who Is Going to Do the Work?
Identify Management Roles and Form PI Team
Develop the First 90-Day Work Plan
Chapter Summary
Chapter 6: The Six Phases of PI
Definition of Process Improvement
The Six Phases of Process Improvement
Phase 1. Identify the Critical Process
Phase 2. Measure Process
Phase 3. Redesign Process
Phase 4. Test Redesigned Process
Phase 5. Institutionalize Redesigned Process
Phase 6. Continuous Improvement
Chapter 7: Mapping the Process
Overview of the Business—Level I Process Maps
Specific Level I Process Maps
Mapping the Kitchen Process
Level II Process Maps
Chapter Summary
Chapter 8: Voice of the Customer
Pains of the External Customers
Getting the Voice of the Customer
Performing the Gap Analysis
Difficulties in Obtaining the Voice of the External Customer
Pains of Internal Customers
Gathering Existing Data to Confirm the Pains
Chapter Summary
Chapter 9: Measuring the Process
Why Measure the Process?
Measurement of Results Does Not Work
Systemic Issues of the Process
What to Measure
Measuring Throughput and Yield
Measurement Plan
Throughput and Yield Results
Measuring the Other Current Conditions
Determine Process Cost
Compile Data
Chapter Summary
Chapter 10: Redesign, Test, and Institutionalize Phases
Phase 3: Redesign Process
Analysis
Formulating an Ideal State
Formulating a To-Be State
Phase 4: Test Redesigned Process
Enabling Management Buy-In
Allow for Gradual Achievement of Goals in the Work Plan
Testing the Redesigned Process
Phase 5: Institutionalize The Redesigned Process

Chapter Summary
Chapter 11: Real-World Throughput and Yield
Medical Examples
Pharmacies
Medical Clinic
Medical Misdiagnosis
Public Service Examples
Road Paving
Postal Delivery
Renewal of Driver’s License and License Plates
Professional Services
Public Relations
Patent Applications
Group Dynamics
Heavy Industries
Shipbuilding
Military
Maintenance and Repair of Naval Vessels
Nonprofit Organizations—Church with School
Chapter Summary
Chapter 12: PI Tools and Measures
Problem-Specific Tools of PI
Generic PI Tools
PI Relationship to Dr. Deming’s PDCA Cycle
Chapter Summary
Chapter 13: Case Histories of PI Successes
Case History 1: A Family-Owned Fabric Manufacturer
Identify
Measure
Redesign
Test
Institutionalize
Case History 2: A Distributor’s Toll-Free Customer Service Telephone Center
Identify
Measure
Redesign
Test
Institutionalize
Case History 3: Key Component Manufacturer within a Large Multinational Automotive Corporation
Identify
Measure
Redesign
Test
Institutionalize
Case History 4: Tablet Production by a Large Pharmaceutical Company
Chapter Summary
Chapter 14: Epilogue
What Is a Process?
What Is Process Improvement?
PI Can Be Applied Universally
What Does It Take to Make PI Successful?
Difference from Other Books
“We Are Doing It”
Why We Wrote the Book
Appendix A: Are You “Doing PI”? (Ten Questions)
Appendix B: Medical Clinic
Appendix C: Process Capability (Cpk)
Glossary
Suggested Reading
About the Authors
About the Advisors


List of Figures and Tables
Figure 3.1Process for making pancakes.
Table 3.1Throughput time for making four pancakes.
Figure 4.1Process boundaries.
Figure 4.2Internal and external suppliers and customers.
Figure 5.1Level I map —the restaurant process from the customer’s perspective.
Figure 5.2Sample of a first 90-day work plan.
Figure 6.1The six phases of process improvement.
Figure 7.1Level I map—the restaurant process from the customer’s perspective.
Figure 7.2Process mapping symbols.
Figure 7.3Level I map—check preparation process from the waiter’s point of view.
Figure 7.4Level I map of the kitchen process—task-oriented point of view.
Figure 7.5Level II map—Chef C’s process for cleaning cookware.
Table 8.1Gap analysis table for the House of Beef.
Table 9.1Gap analysis table for the House of Beef.
Figure 9.1Level I map of the kitchen process with measured throughput times.
Table 9.2Gap analysis of external customer requirements.
Table 10.1Closure of gaps with external customer requirements.
Figure 11.1Level I—map 1—the clinic process.
Figure 11.2Level I—map 2—the clinic process with improved throughput.
Figure 12.1First-run yield.
Figure 12.2Overall first-run yield.
Figure 12.3Equipment effectiveness.
Figure 12.4Production distribution with engineering specifications.
Figure 12.5Process not capable and not meeting specifications.
Figure 12.6Process is capable and meeting specifications.
Figure 12.7Process is capable but not meeting specifications.
Figure 12.8Deming’s PDCA cycle.
Figure 13.1Level I map of “purchase to pay” process.
Figure B.1Level I—map 1—the clinic process.
Figure B.2Level I—map 2—the clinic process with improved throughput.
Table B.1Scheduling method for appointments at the clinic.
Figure C.1Normal distribution.
Figure C.2Distribution of part length within specification limits.
Figure C.3Distribution of a left-handed bowler.
Figure C.4Distribution of a right-handed bowler.
Figure C.5Left-handed bowler with off-center distribution.


Preface
Process Improvement Simplified is written for leaders and managers of organizations or enterprises who:
•Are struggling with their organization’s success
•Are not satisfied with the current state
•Are striving to be number one
•Have heard about the negatives or positives of PI but have never implemented i