Business process improvement toolbox:
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Milwaukee, Wis.
ASQ Quality Press
1999
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 233 S. Ill., graph. Darst. |
| ISBN: | 0873894383 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Figures xiii
Tables xvii
Preface xix
1. Does a Company Consist of Departments
or Processes? 1
1.1 From Processes to Departments to Business Processes 1
1.2 Definition of a Business Process 3
1.3 Classification of Business Processes 4
References 6
2. Conducting and Organizing Improvements 7
2.1 Why Is Improvement Necessary? 7
2.2 A Model for Performance Improvement 8
2.3 Organizing Improvements 10
References 13
3. Process Documentation 15
3.1 Should the Business Processes Be Documented
One by One or All at Once? 15
3.2 Identifying the Business Processes 16
3.3 Relationship Mapping 18
3.4 Flowchart 20
3.5 Cross-functional Flowchart 22
3.6 SeveraMeveled Flowchart 24
3.7 Paper-and-Pencil or PC? 25
3.8 Process Ownership 27
References 29
4. Performance Measurement 31
4.1 What is Performance Measurement and Why Measure? .... 31
vii
viii Business Process Improvement Toolbox
4.2 Types of Performance Measures 34
4.3 The Confents of the Instrument Panel 37
References 39
5. Self Assessment and Improvement Planning 41
5.1 Definition of Self Assessment 41
5.2 Developing a System for Self Assessment 42
5.3 Interpreting the Measurements 43
5.3.1 Trend Analysis 44
5.3.2 Spider Chart 46
5.3.3 Performance Matrix 47
5.4 Criteria Testing 49
5.5 Improvement Planning Using QFD 52
5.5.1 The Theory Behind QFD 52
5.5.2 QFD as a Tool for Improvement 55
References 57
6. Improvement Tools 59
6.1 Classification of Improvement Tools 59
6.1.1 The Main Purpose of the Tools 60
6.1.2 Extent of Change 62
6.1.3 Time and Resource Requirements 63
6.1.4 Source for Improvement Impulses 63
6.2 Organizational Methods 64
References 64
7. Tools for Problem Understanding 65
7.1 Critical Incident 65
7.2 Check Sheet 67
7.3 Pareto Chart 69
References 72
8. Tools for Problem Analysis 73
8.1 Cause-and-Effect Chart 73
8.1.1 Fishbone Chart 74
8.1.2 Process Chart 75
8.2 Root Cause Analysis 76
8.3 Scatter Chart 78
8.4 Histogram 80
8.4.1 Constructing a Histogram 81
8.4.2 Interpreting a Histogram 83
8.5 Relations Diagram 87
8.5.1 Qualitative Relations Diagram 87
Contents ix
3.5.2 Quantitative Relations Diagram 88
8.6 Matrix Diagram 90
References 93
9. Tools for Idea Generation and Consensus Solutions ... 95
9.1 Brainstorming 95
9.2 Brainwriting/Crawford Slip Method 97
9.3 Nominal Group Technique 98
9.4 Affinity Chart 99
References 102
10. Tools for Improvement 103
10.1 Streamlining 103
10.1.1 Bureaucracy Elimination 104
10.1.2 Redundancy Elimination 105
10.1.3 Value-added Analysis 705
10.1.4 Process Cycle Time Reduction 108
10.2 Idealizing Ill
10.3 Quality Function Deployment 113
70.3.7 QFD as a Tool for Process Improvement 7 73
10.4 Work Unit Analysis 117
10.5 Statistical Process Control/Control Chart 122
70.5.7 Definitions of Variation 122
10.5.2 Basic Statistics 723
70.5.3 Types of Control Charts 725
70.5.4 Constructing Control Charts 727
70.5.5 Interpreting the Control Charts 735
70.5.6 Process Capability 739
10.6 Business Process Reengineering 141
70.6.7 A Process for Conducting Business Process
Reengineering 743
70.6.2 Planning 744
70.6.3 Reengineering 746
70.6.4 Transformation 749
70.6.5 Implementation 750
10.7 Benchmarking 154
70.7.7 Definitions of Benchmarking 754
70.7.2 Ethical and Legal Aspects of Benchmarking 755
70.7.3 Results Achieved through the Use
of Benchmarking 759
70.7.4 Conducting a Benchmarking Study 760
References 170
x Business Process Improvement Toolbox
11. Organizational Tools 171
11.1 Cross-functional Teams 171
11.2 Problem-solving Teams 174
11.3 Quality Circles 174
11.4 Concurrent Engineering 176
Reference 178
12. Tools for Implementation 179
12.1 AAT Analysis 180
12.2 Tree Diagram 183
12.3 Process Decision Program Chart 184
12.4 Force Field Analysis 186
Reference 189
13. Using the Toolbox 191
13.1 Isolated Tools Versus a Coherent Process
Improvement System 191
13.2 Criteria for Tool Selection 192
14. American University -
Improving the Student Satisfaction 197
14.1 Description of the Organization 197
14.2 Improvement Planning 198
14.3 Problem Understanding 200
14.4 Problem Analysis 202
14.5 Idea Generation and Improvement Proposals 203
14.6 Implementation 205
15. Template Package 209
Relationship Mapping 210
Cross-functional Flowchart 211
Trend Analysis 212
Spider Chart 213
Performance Matrix 214
Criteria Testing 215
Quality Function Deployment 216
Check Sheet 217
Pareto Chart 218
Cause-and-Effect Chart 219
Root Cause Analysis 220
Scatter Chart 221
Histogram 222
Contents xi
Quantitative Relations Diagram 223
Control Chart 224
Force Field Analysis 225
Appendix A: ENAPS Performance Indicators 227
Index 231
Figures
1.1. The contradiction between vertical departments and horizontal
processes 2
1.2. Process with supplier and customer 4
1.3. Business processes in ENAPS 5
2.1. Without maintenance and improvement, the performance level
decreases 8
2.2. Overall improvement model 9
2.3. The Deming wheel 10
2.4. The organization of the main content of the book 13
3.1. Example of a relationship map 19
3.2. The resulting relationship map for the supply process 20
3.3. Flowchart for the supply process 21
3.4. Flowchart for the filing process 22
3.5. Example of a cross-functional flowchart 23
3.6. Cross-functional flowchart for the reporting process 24
3.7. Level 0-chart for the process 25
3.8. Level 1-chart for procurement 26
3.9. Level 1-chart for reporting 26
3.10. Traditional organization with vertical silos 28
3.11. Organizing along business processes with process owners 29
4.1. Different measurement systems 32
4.2. The validity horizon of different categories of measures 38
5.1. Trend analysis for three example measures 44
5.2. Trends revealed by the self assessment 45
5.3. Example of a spider chart 46
5.4. Spider chart for the central performance measures 47
5.5. Example of a performance matrix 48
5.6. Performance matrix for the six performance measures 49
5.7. Matrix for criteria testing 50
5.8. Criteria testing for a hair stylist s chain 51
5.9. The basic structure of QFD 52
xiii
xiv Business Process Improvement Toolbox
5.10. A chain of QFD charts 53
5.11. The house of quality 53
5.12. Benchmarking of others offers 54
5.13. Symbols for the relational matrix 54
5.14. Symbols for the roof matrix 54
5.15. Example of a house of quality for production planning 56
6.1. Stages in the improvement work 60
7.1. Critical incidents for the switchboard operators 67
7.2. Example of a check sheet 68
7.3. Check sheet for recording the causes for lost bids 69
7.4. A general Pareto chart with a line for cumulative importance .... 70
7.5. Pareto chart for lost job value 71
8.1. The structure for a fishbone chart 74
8.2. Process chart with fishbone charts for each process step 76
8.3. Fishbone chart for shaft manufacturing 77
8.4. List representation of five whys 77
8.5. Root cause analysis chart 78
8.6. Different scatter charts showing different degrees of correlation ... 79
8.7. Scatter chart to analyze weather and jobs 80
8.8. Histogram for the example 83
8.9. Centered process with a small variation width 84
8.10. Centered process with a large variation width 85
8.11. Process with a small variation width, but not centered 85
8.12. Histogram with two peaks 86
8.13. Histogram that is cut off 86
8.14. The principles of a qualitative relations diagram 87
8.15. Qualitative relations diagram for a poorly functioning
measurement system 88
8.16. A general quantitative relations diagram 89
8.17. Quantitative relations diagram for the example 90
8.18. Types of matrix diagrams 91
8.19. Relations symbols 92
8.20. Matrix diagram for the video rental chain 92
9.1. Individual ranking card 99
9.2. Resulting flip chart list 99
9.3. Ideas in a totally random pattern 101
9.4. Grouping according to affinity 101
10.1. Value-added analysis 106
10.2. Cost-cycle time chart 107
10.3. Corresponding chart after completed value-added analysis 108
Figures xv
10.4. Cost-cycle time chart for the original process 110
10.5. Cost-cycle time chart for the streamlined process Ill
10.6. Analysis of the current and ideal process in idealizing 112
10.7. Idealizing in a printing company 113
10.8. The general house of quality, the chart used by QFD 114
10.9. Symbols for the relational matrix 115
10.10. Symbols for the roof matrix 115
10.11. House of quality for process improvement 116
10.12. Work unit with supplier and customer 118
10.13. The canoe model 119
10.14. Normal distribution curve 124
10.15. Types of control charts and when to use them 126
10.16. Example of an X chart 130
10.17. Example of an R chart 130
10.18. Control chart with one point outside the control limits 136
10.19. Chart with several points outside the control limits 136
10.20. Process with change in level 137
10.21. A series of 12 of 14 points on the same side
of the center line 137
10.22. Process with trend 138
10.23. Process that is probably being tampered with 138
10.24. Chart displaying cycles 139
10.25. p chart for one day s production 141
10.26. Control chart divided into operators 142
10.27. The process for conducting a BPR project 144
10.28. Process design from a clean sheet 149
10.29. The current process for developing a tailor-made system 152
10.30. The ideal process 153
10.31. Operational definition of benchmarking 154
10.32. Benchmarking out of the box 156
10.33. Three types of benchmarking based on what
is being compared 156
10.34. Recommended combinations of types of benchmarking 157
10.35. A typical benchmarking study progress 157
10.36. Models for organizing a benchmarking study 158
10.37. Benchmarking versus continuous improvement 159
10.38. Benchmarking and BPR 160
10.39. The benchmarking process based on the so-called
benchmarking wheel 161
10.40. Ambition pyramid for benchmarking partners 163
xvi Business Process Improvement Toolbox
10.41. Three levels of benchmarking information 164
10.42. Methods and tools for the observation phase 165
11.1. Organization of quality circles 175
11.2. A possible result from poor communications during product
development 177
12.1. Flowchart for the AAT analysis 182
12.2. A principal tree diagram 184
12.3. Tree diagram for introducing a computer system 184
12.4. A general process decision program chart 185
12.5. PDPC for the library 186
12.6. Force field diagram 187
12.7. Force field analysis for a new library computer system 188
13.1. Overall improvement model 192
13.2. Subphases of the improvement phase 193
14.1. Spider chart for external comparison 199
14.2. Performance matrix for making priorities 199
14.3. Flowchart for the course process 201
14.4. Cause-and-effect chart for lacking communication ability 203
14.5. Matrix diagram for American University 204
14.6. Force field analysis for the implementation 206
Tables
4.1. Differences between hard and soft measures 34
4.2. Examples of financial measures 35
8.1. The data material for the example with the diameter of holes .... 81
8.2. Determining the number of classes, C 81
8.3. Check sheet for the example 82
8.4. Formats with the number of variables and relations for matrix
diagrams 91
10.1. Calculation factors 129
10.2. Factors for estimating the standard deviation 140
10.3. Focus areas for systematic reengineering 146
10.4. Breakthroughs through benchmarking 160
13.1. Tools for different phases in the improvement work 194
13.2. Resource requirements of different tools 195
xvii
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