Week 6/7 - 1

Question 1

Sipoc model

Why improve?

Answer 1

To survive

Companies and whole industry sectors need to innovate and improve just to survive
Enterprises that do survive do so because they are capable of regular and focused change
A continuously improving organisation gets better at what it does all the time.
An innovative organisation finds new and better ways of outperforming the competition.

Question 2

Sipoc model

How improve?

Answer 2

Identify Opportunity
Define scope
Document process
Evaluate performance
Redesign process
Implement changes

Question 3

Identify Opportunity

Are there any obvious performance issues?
Strategically are we on plan?

Pay particular attention to 4 core process:

Answer 3

Supplier Relationships
New Services/Product Development
Order Fulfilment
Customer Relationship

Question 4

Define scope

Establish the boundaries of the chosen process to be analysed.

Answer 4

What are the start and end points?
What level of detail do we need? 
Who do we need to involve?
Is it realistic and achievable?
Are the required resources available?

Question 5

Documenting the Process

See how a process operates in any level of detail, and how well it’s performing.

4 methods:

Answer 5

Value Stream Mapping
Flowchart
Swim Lane Flowchart
Service Blueprint

Question 6

Value stream mapping

Answer 6

A visual process ‘map’ of any process from start to finish, created by team members. Issues and opportunities for improvement are highlighted on the map and discussed.

Question 7

Flowchart

Answer 7

A tool to trace the flow of information, customers, equipment and materials through the various steps of a process.

Question 8

Documenting

Answer 8

A visual representation that groups functional areas responsible for different sub-processes into lanes

Question 9

Service Blueprint

Answer 9

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

Question 10

Document the Process

4 Techniques

Answer 10

Time study
Work Sampling Method
Learning Curve analysis
Process Chart

Question 11

Time study

Answer 11

Timing elements of a process, determining the sample size, and setting a standard

Question 12

Work Sampling

Answer 12

A technique that estimates the proportion of time spent by people or machines on different activities based on observations.

Question 13

Learning Curves

Answer 13

The relationship between processing time and the cumulative quantity of a product or service produced.

Question 14

Process Chart

Answer 14

An organized way to document all the activities performed by a person or group.

Question 15

Process Charts Activities are typically organized into five categories:

Answer 15

Operation,
Transportation,
Inspection,
Delay,
Storage,

Question 16

Evaluate Performance

Compare metrics documented against agreed standards and competitive priorities.
Look for performance gaps.

Tools to assist:

Answer 16

Checklists
Histograms/Bar Charts
Pareto Chart
Root Cause Analysis

Question 17

Redesign the Process

Analysts, design teams, and people directly involved in the process give ideas and inputs to make improvements. Six key questions:

Answer 17

What is being done? – Why is it being done?
When is it being done?
Who is doing it?
Where is it being done? Does it have to be done there?
How is it being done? Can it be done in a better way?
How well does it do on the various metrics of importance?

Question 18

Implement Changes

Ensure the new process has leadership buy in, is communicated correctly, and involves all the people affected by the changes.

Answer 18

Management are involved from the start.
Communicate the changes in a language that all employees understand
Ensure all employees can contribute to the changes
Make sure obstacles to the changes are quickly removed
Celebrate the results of the new changes