process

• Process Management


  sequence of linked activities that is intended to achieve some result.
• Cycle time


  refers to the time it takes to accomplish one cycle of a process.
• Process Owners


  (individual or group) are accountable for process performance and have the authority to control and improve their process.
• Value-creation processes


  (sometimes called core processes) are those most important to "running the business" and maintaining or achieving a sustainable competitive advantage.
• Support processes


  are those that are most important to an organization's value-creation processes, employees, and daily operations.
• PROCESS DESIGN


  The goal of process design is to develop an efficient process that satisfies both internal and external customer requirements and is capable of achieving the requisite level of quality and performance.
• Technology


  is an integral part of process design that makes today's service and manufacturing processes operate productively and meet customer needs better than ever.
• PROCESS MAPPING


  Designing a process requires a systematic approach. To describe the specific steps in a process and their sequence, we generally develop a process map or flowchart , along with standard operating procedures and work instructions.
• Agility


  is a term that is commonly used to characterized flexibility and short cycle times.
• Flexibility


  refers to ability that to adapt quickly and effectively to changing requirements.
• Poka-yoke


  is an approach for mistake-proofing processes using automatic devices or simple methods to avoid human error.
• (1) prediction

  (2) detection


  Poka-yoke is focused on two aspects:
• Shigeo Shingo


  he developed the poka-yoke concept and refined in the early 1960
• Control


  is the activity of ensuring conformance to the requirements and taking corrective action when necessary to correct problems and maintain stable performance.
• Control


  should be the foundation for organizational learning.
• After-action review or debrief


  Many companies have adopted an approach that has been used in the U.S. military.
• Manufacturing Control


  is usually applied to incoming materials, key processes, and final product and services.
• purchasing and receiving processes


  Control in manufacturing starts with
• process control plan


  Document control procedures are usually written down in a
• Process control


  follows the same paradigm as in manufacturing: define a standard or goal, measure accomplishment, compare results with standard, make corrections as needed.
• Continuous improvement


  refers to both incremental changes, which are small and gradual, and breakthrough improvements, which are large and rapid.
• Just in time (JIT)


  Toyota pioneered ____________ - which showed that companies could make product efficiently with virtual zero defects.
• Kaizen


  is a Japanese word that means gradual and orderly continuous improvement.
• Kaizen Event


  is an intense and rapid improvement process
• Breakthrough Improvement


  refers to discontinuous change, as opposed to be gradual, continuous improvement philosophy of kaizen.
• Benchmarking


  measuring your performance against that best-in-class companies, determining how the best in class achieve those performance levels, and using the information as a basis for your own company's targets, strategies, and implementations.
• Benchmarking


  the search for industry best practices that lead to superior performance.
• Best practices


  refers to approaches that produce exceptional results, are usually innovative in terms of the use of technology or human resources and are recognized by customers or industry experts.
• Process Benchmarking


  identifies themost effective practices in key work processesin organizations that perform similar functions, no matter in what industry.
• Reengineering


  has been defined as “the fundamental rethinking and radical redesignof business processes to achieve dramatic improvement in critical, contemporary measures of

  performance, such as cost, quality, service, and speed.
• Supply chains


  are among themost important business processesand can be viewed asencompassing may key value creation and support processessuch as supplier selection and certification, purchasing, logistics, receiving, and performance measurement.
• Supplier


  include not only companies thatprovide materials and components, but also distributors, transformation companies, and information, health care, and education providers.
• Supplier Certification


  These processes are designed torate and certify supplierswho provide quality materials in a cost effective and timely manner.
• Certified supplier


  defines as one, after extensive investigation, is found tosupply material of such qualitythat routine testing on each lot received is necessary.
• Process Management


  sequence of linked activities that is intended to achieve some result.
• Cycle time


  refers to the time it takes to accomplish one cycle of a process.
• Process Owners


  (individual or group) are accountable for process performance and have the authority to control and improve their process.
• Value-creation processes


  (sometimes called core processes) are those most important to "running the business" and maintaining or achieving a sustainable competitive advantage.
• Support processes


  are those that are most important to an organization's value-creation processes, employees, and daily operations.
• PROCESS DESIGN


  The goal of process design is to develop an efficient process that satisfies both internal and external customer requirements and is capable of achieving the requisite level of quality and performance.