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Five Steps For Continuous Improvement of a South Carolina Business Process
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Five Steps For Continuous Improvement of a South Carolina Business Process

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Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas …

Find links and research for continuous improvement of a South Carolina business process: Charleston, Florence , Greenville, Columbia, the Lowcountry, the Midlands, and the Upstate. Stephen Deas gives five steps for continuous improvement of a wide range of South Carolina processes: manufacturing, hospitality, healthcare, education, and municipal government. Stephen Deas is the President of Quality Minds Inc based out of Charleston, SC He is a Certified Six Sigma Black Belt with twenty plus years experience in production, engineering, purchasing, and quality. Stephen Deas was certified as a Quality Engineer in 1991 and has a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina)

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  • 1. Five Simple Steps for Continuous Improvement of South Carolina Business Processes (C) Quality Minds Inc. July 2009
  • 2. South Carolina Business Processes • A process is a collection of activities that convert inputs into outputs. Each output has a customer and every input has a supplier. • Arguably, every South Carolina organization uses processes to produce and deliver products and services to customers. • The South Carolina industries where continuous improvement of business processes is needed include manufacturing, healthcare, hospitality, municipal government, and education. (C) Quality Minds Inc. July 2009
  • 3. Step One: Define the South Carolina Business Opportunity for Improvement • What are your customers saying about your product or service? • Complete a Project Charter: – Project information: Pick a team leader, a team mentor, and a start and end date for the project – Team Members: Pick five to six team members making sure the membership is cross functional – Process Start/Stop: Where does the business process (to be improved) start and stop? – Process Importance: Why is this business process important to your business? – Process Improvement Opportunities: What needs to improve? This may come from your customer or from within your organization – Process Goals: What are your goals for this business process? What do you want to achieve in the project? – Process Measurements: How will you know if you reached the goals? How will you track progress? – Project time frame: List the key steps of your project with dates. Make sure the dates fit within the start and end dates for the project. (C) Quality Minds Inc. July 2009
  • 4. Project: Project Information Process Importance Leader: Mentor: Project Start: Project End: Cost of Poor Quality: Team Members Process Improvement Opportunities Mentor: Leader: Team Members: Project Goals Process Start/Stop Start Point: Process Measurements Stop Point: Project Time-Frame Milestone: Date: (C) Quality Minds Inc. July 2009
  • 5. Step Two: Measure the South Carolina Business Process • Understand the process as it exists today. You are painting a “before picture” • Basic Techniques for Measuring a Process: – Time the business process at work – Videotape the business process at work – Talk to the people that work within the business process • Create a SIPOC Diagram of the Process: – S (Suppliers): Who supplies each input? – I (Inputs): What are the key inputs for this process? These are the ingredients needed to make the process happen. – P(Process): Write out the general steps of the process. Look at the process from a satellite view. This is the recipe for the output – O (Output): What are the key outputs of the process? These are what the customer is paying for – C (Customer): List your customers. You have external customers (those that pay you for your product and/or service) and internal customers (internal departments that receive output from this process) • Collect performance data for the different areas of the SIPOC diagram: Supplier, Inputs, Process, Output, Customers (C) Quality Minds Inc. July 2009
  • 6. SIPOC Diagram of Process and Information to Collect in the Measure Phase Supplier Inputs Process Output Customer Supplier Quality Incoming Inspection Process Audits SPC Customer Supplier Delivery Process Audits Scrap Inspection and Satisfaction Quality System Audit First Time Quality Testing Customer Process Audits Changeover Process Capability Complaints Returned product Cycle Time Metrics On time delivery (C) Quality Minds Inc. July 2009
  • 7. Step Three: Analyze the South Carolina Business Process • Once you have measured the process and understand how it is performing, analyze the process to understand the specific areas that need to be improved • Basic Techniques for Analyzing a Process: – Fishbone Diagram – Brainstorming – Nominal Technique • Issue a root cause statement for the process opportunity for improvement (C) Quality Minds Inc. July 2009
  • 8. Root Cause Statement for the Process Opportunity for Improvement • Be specific on what must improve in the process • The statement of improvement should be simple and concise but worded such that the call to improvement is obvious. (C) Quality Minds Inc. July 2009
  • 9. Step Four: Improve the South Carolina Business Process • Using the root cause statement and the results of the analysis, take actions to improve the process • Use the plan/do/check/act approach to implement improvement actions for the process: – PLAN Plan the action: List the action along with a responsibility and due date – DO Carry out or do the action – CHECK Verify or check that the action worked – ACT Take action based on what you learned from your check (C) Quality Minds Inc. July 2009
  • 10. Change in the Process Before After What was the state of the What is the state of the process before the process after the improvement? improvement? Try to make an objective Try to make an objective statement statement (C) Quality Minds Inc. July 2009
  • 11. Step Five: Control the South Carolina Business Process • Implement controls to sustain the process improvement • Develop a control plan to document the process controls • Basic Techniques for Controlling a Process: – Statistical Process Control – Process Audits – 5s Audits – Standard Operating Procedures – Work Instructions (C) Quality Minds Inc. July 2009
  • 12. Contact Quality Minds Inc for a Free Initial Consultation for South Carolina Business Process Improvement • Stephen Deas President Quality Minds Inc Charleston SC – Stephen is a certified six sigma black belt with a Bachelors of Industrial Engineering (Georgia Tech) and a Masters of Industrial Statistics (University of South Carolina) • sd@qualitymindsinc.com – Business email • (843) 814 3864 – My cell phone • www.qualitymindsinc.com – Overview of Quality Minds Inc. (C) Quality Minds Inc. July 2009

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