6. Qualitative Process Analysis Flashcards
What’s qualitative process analysis?
is the artistic side […] Like fine arts, such
as painting, there is not a single way of producing a good process analysis, but rather a range of principles and techniques
What are the 3 steps of value-added analysis?
- Identify the customer of the process
- Decompose the process (tasks) into steps
- Classify each (process) step:
- Value adding (VA): produces value or satisfaction to the process customer
- Business value adding (BVA): Step that is necessary or useful for the business to ’run smoothly,’ or is required due to the regulatory environment of the business
- Non-value adding(NVA): Step that does not fall into any of the two above categories (handoffs, reworks, waiting)
What’s waste analysis? What are the 7 types of muda (waste)
Its the analysis of the processes that don’t add value:
Move: related to movement;
1. Transportation (transporting objects, docs)
2. Motion (resources for manufacturing)
Hold: holding something;
3. Inventory (binds capital)
4. Waiting and idleness
Overdo: doing more than is necessary
5. Defects
6. Overprocessing: tends to perfectionism
7. Overproduction: produce more than required
What’s the purpose and 5 typical categories of stakeholder analysis?
Gathers data from multiple sources and reconciling their viewpoints. In BPM, it gathers info about issues that affect the
performance of a given process from different perspectives
- Customers
- Process participants
- External parties
- Process owners
- Sponsor
What are the concerns of the 5 stakeholders in stakeholder analysis?
- Customers: slow cycle time, defects
- Process participants: resource utilization, defects
- External parties: predictability
- Process owners: high cycle times or processing times, defects and overproduction
- Sponsor: e strategic alignment of the process and its contribution to key performance indicators
What’s an issue register and what are the typical fields in the table?
used to organize and document process issues (e.g., identified
through a stakeholder analysis) and to assess their impact both quantitatively and qualitatively.
It provides a detailed analysis of each issue in the form of a table with a predefined set of fields.
Typical (table) fields:
- Name of the issue: should be limited to 2-5 words and understandable by all stakeholders;
- Short description: focused on the issue itself (as opposed to its consequences or impact);
- Priority: stating how important a given issue is relative to other issues (e.g., priority 1, 2, or 3);
- Qualitative impact: textual description of issue impact (e.g., on customer satisfaction, firm reputation);
- Data & Assumptions: used to estimate quantitative impact (e.g., how often a negative outcome will occur);
- Quantitative impact: estimate of issue impact in quantitative terms (e.g., time loss, revenue loss)
What’s the purpose and characteristic of pareto analysis?
Purpose: identify which issues should receive priority
Characteristics:
- Rests on 80-20 principle (meaning that 20% of issues are responsible for 80% of the effect);
- Chart with 2 components:
1. A bar chart where each bar corresponds to an issue and the bar height is proportional to the impact of this issue;
2. A curve that plots the cumulative percentage impact of the issues.
What are the 4 quadrants of the PICK chart? And which one should you focus?
Possible (- payoff, - difficulty):
- Issues that can be addressed if there are sufficient resources to do so.
Implement (+ payoff, - difficulty):
- Issues that should be implemented as a matter of priority.
Challenge (+ payoff, + difficulty):
- Issues that should be addressed but require significant amount of effort;
- In general, one would pick one of these issues and focus on it (rather than trying to address all or multiple “challenges” at once).
Kill (- payoff, + difficulty):
- Issues that are probably not worth addressing (at least not to their full extent).
FOCUS ON IMPLEMENT
What are the 6Ms in the fishbone diagram?
- Machine: Factors pertaining to the technology used
- Method: Factors stemming from the way the process is defined or understood, or the way in which it is performed.
- Material: Factors stemming from the consumables, data, or raw materials required as input by process tasks.
- Man: Factors related to a wrong assessment or an incorrectly performed step.
- Measurement: Factors related to reliance on inaccurate estimates
and/or miscalculations - Milieu (Environment): Factors stemming from the environment in which the process is executed. OUTSIDE OF COMPANY CONTROL
What’s the basis of why-why diagrams?
answering the “why” question five times in a row allows to pin down root causes
