Managing Processes

Front 1

Six Steps to Process Analysis

Back 1

1.Identify Opportunity
2. Define Scope
3. Document Process
4. Evaluate Performace
5. Redesign process
6. Implement Changes

Front 2

In order to Identify Opportunities (step 1) what must managers pay particular attention to?

Back 2

1. Supplier relationship
2. new service/product development
3. order fulfillment
4. customer relationship

Front 3

Suggestion System

Back 3

a voluntary system by which employees submit their ideas on process improvements

Front 4

Step 2 Define the Scope

Back 4

How big is the process. A processs can be a small nested process to a process that utilizes the whole organization.

Front 5

design team

Back 5

A group of knowledgeable, team-oriented individuals who work at one or more steps in the process, do the process analysis, and make the necesary changes .

Front 6

step 3. document the process

Back 6

Documentation includes making a list of the process's inputs, suppliers(internal/external), outputs, and customers(internal/external).

Front 7

step 3. document the process

Back 7

Documentation includes making a list of the process's inputs, suppliers(internal/external), outputs, and customers(internal/external).

Front 8

metrics

Back 8

Performance measures that are established for a process and the steps within it.

Front 9

metrics

Back 9

Performance measures that are established for a process and the steps within it.

Front 10

Step 4. Evaluate Performance

Back 10

to help improve performance, the anaylists creates multiple mearsures of quality, customersatisfaction, time to perform each step or the whole process, cost, errors, safety, environmental measures, on-time delivry , flixiblity.

Front 11

Step 4. Evaluate Performance

Back 11

to help improve performance, the anaylists creates multiple mearsures of quality, customersatisfaction, time to perform each step or the whole process, cost, errors, safety, environmental measures, on-time delivry , flixiblity.

Front 12

Step 5. Redesign the process

Back 12

performance evaluation should uncover some of the gaps between actual and desired performance. the designs are then sifted and analyzed. Ideas that are justifiable, where benefits outweigh costs. q

Front 13

Step 5. Redesign the process

Back 13

performance evaluation should uncover some of the gaps between actual and desired performance. the designs are then sifted and analyzed. Ideas that are justifiable, where benefits outweigh costs. q

Front 14

Step 6 implement changes

Back 14

widespread participation in process is essential. it has to build committment.

Front 15

Step 6 implement changes

Back 15

widespread participation in process is essential. it has to build committment.

Front 16

Flowchart

Back 16

traces the flow of information customers, equipment or materials through the various steps of a process. Flowcharts are also konwn as flow diagrams, process maps, relationship maps or blueprints. flowcharts have no precise format.

Front 17

Service Blueprints.

Back 17

special flowchat of a service process that shows which steps have high customer contact.

Front 18

process charts

Back 18

an organized way of documenting all the activities performed by a person or group of peole at a workstation, with a customer, or working with certain materials.

Front 19

operation

Back 19

changes creates or adds something. drilling a hole or serving a customer are examples of operations

Front 20

ogle

Back 20

v. look at amorously (could be sexually/lustfully or lovingly); make eyes at. At the coffee house, Walter was too shy to ogle the pretty girls openly; instead, he peeked out at them from behind a rubber plant.

Front 21

Inspection

Back 21

Checks or verifies something but does not change it. Getting customers feedback, checking for blemishes on a surface, weighing a product

Front 22

Delay

Back 22

Occurs when the subject is help up awaiting further action. Time spent waiting for a server.

Front 23

Storage

Back 23

occurs when somthing isput away unti la later time

Front 24

Data Analysis tools

Back 24

1. Checklist
2. histograms
3. Pareto Charts
4. scatter diagrams,
6. cause and effect diagrams
6.graphs.

Front 25

Pareto chart,

Back 25

a bar chart on which the factos are plotted in decreasoin order of frewquency along the horzontal axis.

Front 26

cause and effect diagram

Back 26

relates key performace problem to its potential causes. first developed by Kaoru Ishikawa, hte digram helps management trace disconnects directly to the operations involved.

Front 27

Generating ideas. brainstorming

Back 27

letting a gropuof knowledgeale about the process and propose ideas for change by saying hatever comes to mind.

Front 28

Benchmarking

Back 28

systematic procedure that measures a firms processess, services, and products against those of industry leaders

Front 29

7 mistakes in managing processes

Back 29

1. not connecting with stategic issues
2. not involving the right poeplein the right way
3. not giving the design team snd process analysts a clear charter and them holding them accountable
not being statisfied unless fundamental reengineering changes are made.
not considering impact on people
not giving attention to implementation
not creating an infrastructure for continueous process improvement.

Front 30

What are the 2 ways to increase productivity?

Back 30

Decrease the Input or Increase the Output.

Front 31

3 principles of process strategy

Back 31

1. Strategic Fit
2. Individual processes are the building blocks that eventually create the firm's whole supply chain.
3. Management must pay particular attention to the interfaces between processes.

Front 32

Strategic fit

Back 32

Make choices that fit the situation and that make sense together.