فایل پی دی اف کامل پاورپوینت Process Management and Process Oriented Improvement Programs: Chapter 2 PDF

توجه : این فایل به صورت فایل power point (پاور پوینت) ارائه میگردد

 فایل پی دی اف کامل پاورپوینت Process Management and Process Oriented Improvement Programs: Chapter 2 PDF دارای ۵۹ اسلاید می باشد و دارای تنظیمات کامل در PowerPoint می باشد و آماده ارائه یا چاپ است

شما با استفاده ازاین پاورپوینت میتوانید یک ارائه بسیارعالی و با شکوهی داشته باشید و همه حاضرین با اشتیاق به مطالب شما گوش خواهند داد.

لطفا نگران مطالب داخل پاورپوینت نباشید، مطالب داخل اسلاید ها بسیار ساده و قابل درک برای شما می باشد، ما عالی بودن این فایل رو تضمین می کنیم.

توجه : در صورت  مشاهده  بهم ریختگی احتمالی در متون زیر ،دلیل ان کپی کردن این مطالب از داخل فایل می باشد و در فایل اصلی فایل پی دی اف کامل پاورپوینت Process Management and Process Oriented Improvement Programs: Chapter 2 PDF،به هیچ وجه بهم ریختگی وجود ندارد

بخشی از مطالب داخلی اسلاید ها

فایل پی دی اف کامل پاورپوینت Process Management and Process Oriented Improvement Programs: Chapter 2 PDF

اسلاید ۴: ۴The Power of Adopting a Process ViewWeaknesses of the functional org. and division of labor paradigmFocus on skills and resource utilization rather than work outputReward systems tailored for the functional unit not the overall firmGroup behavior and cultures fostering an “us versus them” mentalityDecentralization “firms within the firm” with their own agendaStrengths of a process viewCreates focus on work output reduced risk for sub-optimizationLeads to transparency of how contributions of individual workers fit into the “big picture” encourages involvement and empowermentHelps break down barriers between departmentsCreates a sense of loyalty towards the process to balance the loyalties within the functional units

اسلاید ۵: ۵Principles for Successful Process ManagementAssign process ownershipPerform feedback & controlDevelop & implement measuresEstablish control pointsDefine the processPhase I: InitializationPhase II: DefinitionPhase III: ControlProcess authority, scope, interfaces and handoffs are determinedWorkflow documentationBaseline for process evaluation is definedMeans and procedures for process monitoring, feedback and control are establishedAnalyze boundaries & interfaces

اسلاید ۶: ۶Phase I: InitializationObjective:Clarify the process scopeDetermine who will take responsibility for the processProcess ownershipNeed someone in charge to make things happenResponsibilities of a process ownerAccountability and authority for process operations and improvementsFacilitate problem solving and make sure corrective action is takenMediate between line managers with overlapping authoritiesGuidelines for assigning process ownershipManager with most resources or most work invested in the processManager that is most affected if the process failsProcess owner must have high enough position to see how the process fits into the “big picture”, needs clout to solve functional bickering

اسلاید ۷: ۷Phase I: InitializationAnalyzing Process Boundaries and InterfacesProcess Boundary defines the process entry and exit points where inputs flow in and outputs flow outProvides a clear picture of the process scopeDefines the external interfacesInternal interfacesHand-off points within the process boundariesMost critical where the process crosses functional or organizational bordersMost process inefficiencies are related to insufficient interface communication (= lack of coordination)Important to identify critical interfaces early on

اسلاید ۸: ۸The Customer-Producer-Supplier (CPS) modelUseful approach for resolving interface related problemsApplying the CPS model to all critical interfaces adopt a view of the process as a chain of customersCoordination achieved by understanding internal & external customersInvolves negotiation and agreement between all partsProducerPROCESSCustomerSupplierInputOutputCustomer RequirementsProducer RequirementsOutput InterfaceInput Interface

اسلاید ۹: ۹Phase II: DefinitionObjective:Understand and document the process workflowFacilitate communication and understanding of process operationsDefine the processDocumentation of work content in individual activitiesUsually in terms of verbal descriptionsOperating procedures or Standard Operating Procedures (SOP)Documentation of process flowsUsually a flowchart based method Combination of verbal and graphical descriptionCommon information gathering techniquesInterviews with people working in the process (group or individual)Analytical observationReview of relevant documentation

اسلاید ۱۰: ۱۰Phase III: Control (I)Objective:Establish a system for controlling the process and providing feedback to the people involvedEstablish Control PointsControl points are activities such asInspection, verification, auditing, measuring, counting…Usually considered business value addingWithout control points and a control system the only way of assessing process performance is customer feedbackThe process ends up in a reactive modePoor quality is discovered too lateLocation of control points is determined by Criticality – impact on customer satisfactionFeasibility – physically and economically possible

اسلاید ۱۱: ۱۱Phase III: Control (II)Develop and Implement MeasurementsInvolves answering the questionsWhat is to be measured and controlled (Ex. FedEx)What is currently measured (available data)Can a business case be made for a new measurement systemWhat is the appropriate sampling method, sampling size and frequencyMeasurements should be meaningful, accurate and timelyStatistical and graphical tools needed to turn data into information.Five measurement categories: Measures of… Conformance (to given specifications)Response time (lead-time, cycle time)Service levels (degree of availability)Repetition (frequency of recurring events such as rework)Cost (Quality, PAF, internal and external failure costs)

اسلاید ۱۲: ۱۲Phase III: Control (III)Performing Feedback and ControlOf critical importance for stabilizing and improving the processObjectives of control/corrective action areRegulation to maintain a certain performance levelImprovement aiming at reducing variability or raising the average performance levelFeedback is an important enabler for corrective actionPeople in the process need to understand how their actions affect the overall process and its performanceFeedback should be performed in a constructive – not punitive – mannerConstructive feedback Makes people feel that they matterEncourages involvement and commitment

اسلاید ۱۳: ۱۳Six Sigma Quality ProgramsSix Sigma is originally a company wide initiative at Motorola for breakthrough improvement in quality and productivityLaunched in 1987Rendered Motorola the Malcom Baldridge National Quality Award 1988The ongoing success of Six Sigma programs has attracted a growing number of prestigious firms to adopt the approach Ex. Ford, GE, AMEX, Honeywell, Nokia, Phillips, Samsung, J.P. Morgan, Maytag, Dupont…Broad definition of Six Sigma programs“A company wide strategic initiative for process improvement in both manufacturing and service organizations with the clear objective of reducing costs and increasing revenues”Fierce focus on bottom line results

اسلاید ۱۴: ۱۴Technical Definition of Six SigmaReduce the variation of every individual process to render no more than 3.4 defects per million opportunitiesAssuming the process output is normally distributed with mean and standard deviation the distance between the target value and the closest specification limit is at least 6 and the process mean is allowed to drift at most 1.5 from the targetTarget Value (T)Upper Specification Limit (USL)Lower Specification Limit (LSL)

اسلاید ۱۵: ۱۵The Six Sigma Cost or Efficiency RationaleReducing costs by increasing process efficiency has an immediate effect on the bottom line To assure worker involvement Six Sigma strives to avoid layoffsCommitmentReduced CostsIncreased ProfitsImprovement projectsCycle TimeYieldVariationThe Six Sigma Efficiency loop

اسلاید ۱۶: ۱۶Oriented around the dimensions of variation, cycle time & yieldVariationCan be divided into two main typesCommon cause or random variationSpecial cause or non-random variationNon-random variation Relatively few identifiable root causesFirst step in reducing the overall variation is to eliminate non-random variation by removing its root causesRandom variationThe result of many different causesInherent in the process and can only be affected by changing the process designThe Six Sigma Cost or Efficiency Rationale

اسلاید ۱۷: ۱۷Variation (cont.)Important concepts in understanding the impact of variationDispersionPredictabilityCentering Dispersion Magnitude of variation in the measured process characteristics.PredictabilityDo the measured process characteristics belong to the same probability distribution over timeFor a predictable process the dispersion refers to the width of the pdf.CenteringHow well the process mean is aligned with the process target value.The Six Sigma Cost or Efficiency Rationale

اسلاید ۱۸: ۱۸Variation (cont.)Ideally the process should be predictable, with low dispersion, and well centeredStandard approach for reducing variability in Six Sigma p