04. Process analysis Flashcards

1
Q

what is the objective of operations management

A

Improve performance and quality of processes.

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2
Q

What is process

A

sequence of tasks that are using resources (human, machine, tools, materials) to product and deliver a product or service to a customer.
- Process is a recurring, repeating event
o E.g. serving customer in a restaurant, produce spare parts, plan exams in school
- Process always has a goal, objective and result
o Always benefits one or more customers
o Always part of a set of customers – suppliers’ relationship
Again, we use the Six Sigma (DMAIC) – Process improvement project management methodology.

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3
Q

Objective of the Define phase?

A
  1. Process (What?): what is the is the objective of my improvement project? Which process? Where does it start & finish? What are its limits / its scope?
  2. VoC (Why?): what are the objectives of the process? What are the customers’ expectations? For whom do i need to improve?
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4
Q

What do we need model processes to do?

A
  • Identify: Which process? Producing which results (Product or service)? For which customers?
  • Describe: which steps / activities / Tasks possess? in what sequence/order?
  • Set the limits: Where does it start and finish?
  • Communicate: In which form? For which public / audience? Why? What is the goal?
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5
Q

3 process models we will learn this semster?

A
  • Flowchart
  • Swimlanes flowchart
  • SIPOC diagram
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6
Q

what do we need to write down before starting a process modelling?

A

Any process starts by textual description of its various steps / activities / task

  1. Taking the order
  2. Inputting the order and print ticket
  3. Preparing the ordered drinks
  4. Putting the order (+ticket) on a tray
  5. Serving the customers
  6. …..
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7
Q

What’s a flowchart?

A

Genetic name for any visual / graphical description of a flow or process
It has little rules or predefined formalism, adaptable according to the needs and context
Rules and standards applicable for this course:

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8
Q

What’sa swimlane flowchart?

A

This when we take the following graph (could be a flowchart) and divide each section and turn it into a Swimlane chart. This is part of the “Define” Process in the DMAIC process
sections in this graph are divided into the company/organisation who handles these tasks.
Problem of this chart is that there are a lot of hand over of guests between the different departments, this would often create an issue due to miscommunication.

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9
Q

What are the two criterias when dividing different secitons of the swimlane flowchart?

A

divide according to Resources and Location

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10
Q

What is SIPOC diagram modelling?

A

Point is dividing the operation process into what we learn before and analyse it: Used in “Define” DMAIC
Supplier – Input – Processes – Output – Customer (SIPOC)
This is the most adapted to highlight the relationship between processes and customers.
Example: Table services process in a bar. (same e.g. as before)

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11
Q

what are the two things we need to do in the process analysis define phase?

A

Once we have:

  • What: modelled / described the process
  • Why: identified and formalised the customer needs and expectations
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12
Q

what do we need to include in a define phase’s project charter?

A
  • Context: e.g. table service in a bar
  • Problem: attendance increase, customer satisfaction, wrong accounting data
  • Objective: reducing times, accounting accuracy.
  • Method: Measure, analyses improvement, control, MAIC
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13
Q

What are the 2 things we need to measure in process analysis?

A
  • Capacity of the process: indicator of how much production i can deliver with my processes.
    o Quantity per unit of time of process output (production unit)
    o Notion of outflow
    o Quantity or Number per Minute, Hour or Day (time unit)
  • Cycle time (or Lead time) of the process
    o Time needed to go through the whole process
    o Notion of speed
    o Time (second, minutes, hours)
    o E.g. time takes from the check in all to giving the keys to the guests
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14
Q

Define Capacity and cycle time

A

Capacity: Number of tables served per hour

Cycle Time: Time needed to serve a table. i.e. how much time taken in total from the 1st task to the last task.

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15
Q

formular to calculate capacity

A

Capacity = Number resources / Duration

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16
Q

how do you define the capacity of the whole process?

A

Capacity of the process is the taks with the minimum capacity

17
Q

What are bottle necks

A

The task with the lowest capacity: It limits us from delivering the service, we convert the process analyses into a line graph, then the one with the lowest point will be our bottleneck.

  • It will generate waiting lines.
  • We need to balance the demand (or traffic), generating a workload.
  • The capacity (or flow) of the process.
18
Q

What happens when:
Workload > Capacity
Capacity > Workload

A

Workload > Capacity: Under-capacity, you have more clients then you can handle
- You have an incapacity to satisfy the demand
- Loss of revenue
Capacity > Workload: Over-capacity: you have more staff than people showing up
- Inefficiency of the process
- Unnecessary costs

19
Q

how to incrase capacity throught bottleneck?

A

Acting on the capacity of a task/activity:
- Number of resources: increase existing resources – will lead to high cost e.g. more staff
- Duration of the task: If you take 5 mins in check-in how can you shorten that time?
- Redesigning the process: Change the structure
o “Merging” several tasks: putting two tasks together
o Putting in parallel some tasks
o Completely redesigning the tasks; bring new methods to change the time; new technologies, and new resources.

20
Q

What is value stream analysis?

A

Value Stream Mapping (VSM) Diagram:
- Another process modelling method coming from the Lean Six Sigma methodology, highlighting the value of the different activities of a process.

21
Q

What is value stream analysis’s objective?

A

Objective:

  • To identify added-value & non-added-value tasks
  • To then work on eliminating or reducing non-added-value tasks
  • And if possible, to reduce/speed-up added-value tasks
22
Q

whatis value added time and non value added time?
and total cycle time?
how to calculate procycle efficiency?

A

VA-Value added time: The time we spend performing tasks
Non-value-added time: the time we spend switching between tasks that does not bring value to the guests.
Total cycle time: Value added + non-value-added time (top line + bottom line)
Total cycle time = 24.5 minutes
Process cycle efficiency = Total value-added time / total cycle time
Process cycle efficiency = 15.5 / 24.5 = 64%
- We can try to reduce the non-value-added time, this could increase our efficiency.
- Different efficiency time could vary depending on the type of businesses you are in.