Operation process improvment (opi)


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Operation process improvment (opi)

  1. 1. Operation Process Improvement OPI By: Magdy AbdelsattarLinkedIn.com/pub/Magdy-abdelsattar-omarmagdysattar@gmail.com+201270000970
  2. 2. ? (OPI), is all about reduce costs and continue to improve performance and improve the bottom line (profit %). A systematic approach to help an organization optimize its underlying processes to achieve more efficient results. Reduce variation and/or waste in processes, so that the desired outcome can be achieved with better utilization of resources.2 Magdy A.Sattar
  3. 3. Process Improvements, involve  Process managements •Defining the organizations strategic goals and purposes:  Measuring and Improving Who are we? Performance what do we do?  Improvement Priorities why do we do it?  Approaches to improvement •Determining the organizations  Techniques for process customers (or stakeholders) improvement Who do we serve?  Managements Science •Aligning the business processes to  Reengineering the organizations goals How do we do it better?3 Magdy A.Sattar
  4. 4. Process Improvement management techniques Process Process Process Mapping Deployment Improvement Discover Design Deploy Analyze Optimize •Identify •Model •Integrate •Measure •Redesign Key the participatin taken process to Processes process g systems time remove •Rules & with its •Train a) Per work bottle- Roles for rules and stakeholde step, necks each roles on rs of the b)Per Person process to the process c) Per Process system •Identify bottlenecks4 Magdy A.Sattar
  5. 5. Common techniques for process analysis Input/output analysis Flow charts Scatter diagrams x x Input Out put x x x x x x x x x Cause-effect diagrams Pareto diagrams Why-why analysis Why? Why? Why?5 Magdy A.Sattar
  6. 6. Process Improvements approach Breakthrough improvements Continues improvements (Innovative) (Kaizen). 1. Short-term, dramatic 1. Long-term, un-dramatic 2. Big steps 2. Small steps 3. Intermittent 3. Continuous, incremental 4. Abrupt, volatile 4. Gradual and consistent 5. Few ‘champions’ 5. Everyone 6. Individual ideas & effort 7. New inventions/theories 6. Group efforts 8. Concentrated ‘all eggs in 1 7. Conventional know-how basket’ 8. Spread 9. Large investment 9. Little investment 10. Technology 11. Results for profit 10. People 11. Process6 Magdy A.Sattar
  7. 7. Process Improvement management techniques Define Plan Control Measure Act Do DMAIC Check Improve Analyze7 Magdy A.Sattar
  8. 8. The 8- Ω Technique Stage 1- discover Stage 8- Stage 2- Improve Analyze Stage 7- Control Ω 8 Omega Stage 3- Design Stage 6- Stage 4- Manage Integrate Stage 5- Implement8 Magdy A.Sattar
  9. 9. 8-omega Implementation D A D I I M C I Strategy Implement Analyze Integrate Manage Discover Improve Design Control People Process Technology tm9 Magdy A.Sattar
  10. 10. Six Sigma methodology for OPI • A business management strategy, originally developed by Motorola, USA in 1986. • Seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. • Uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods. • Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase).10 Magdy A.Sattar
  11. 11. Six Sigma methodology for OPI • Recognize an opportunity Six Sigma key roles for its successful • Get to “goldilocks” size • Develop the project plan implementation D-Define • Map the high level process Executive Leadership includes the CEO and • Obtain VOC and identify drivers (CTQs) other members of top management, • Understand principles of variation responsible for setting up a vision for Six Sigma • Analyze measurement system • Establish process baseline implementation. M-Measure • Stratify data •Champions responsible for Six Sigma • Set goals for outputs implementation across the organization in an • Focus problem statement • Develop theories with data integrated manner, also act as mentors to Black • Model cause and effect Belts. A-Analyze • Identify improvements •Master Black Belts, identified by champions, • Analyze cost and benefits act as in-house coaches on Six Sigma. They • Set improvement CTx goals • Develop improvement plans devote 100% of their time to Six Sigma. • Assess improvement plan risks •Black Belts operate under Master Black Belts I-Improve • Develop contingency plans to apply Six Sigma methodology to specific projects. • Develop new SOPs • Implement full scale changes •Green Belts the employees who take up Six C-Control • Transfer ownership Sigma implementation along with their other • Follow up to validate benefits job responsibilities, operating under the11 Magdy A.Sattar guidance of Black Belts.