This presentation details how to conduct a process audit of local and municipal governments. A process audit is a strong, proactive tool for improving process outputs. Many local governments are adopting a zero overhead growth strategy(ZOG) which is dependent on key continuous improvement tools. Process audting is a wonderful continuous improvement tool.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
The document discusses the core principles of Lean, including specifying value for the customer, identifying and eliminating waste in the value stream, making value flow through pull from the customer, empowering employees, and continuously improving. It defines value-added and non-value added activities, and the seven most common types of waste: defects, overproduction, transportation, waiting, processing, motion, and inventory. The document provides examples of how to identify waste and a systematic approach to process analysis to eliminate waste.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
This document provides an overview of Six Sigma and its methodology for process improvement. It defines key Six Sigma concepts like process capability and sigma levels. Six Sigma aims to reduce process variation and improve yields from 3 sigma to 6 sigma, resulting in fewer than 3.4 defects per million opportunities. It outlines the DMAIC methodology used, including defining problems, measuring baseline performance, analyzing sources of variation, improving the process, and controlling the gains. The goal is to understand and control all sources of variation to meet customer requirements.
This document provides an overview of Six Sigma and its methodology. It discusses key Six Sigma concepts like process capability and sigma levels. It outlines Motorola's development of Six Sigma to reduce process variation and improve customer satisfaction. The Six Sigma improvement methodology is then summarized in five steps - Define, Measure, Analyze, Improve, Control (DMAIC) which aims to understand problems, measure performance, analyze causes of variation, improve the process, and control gains. Various tools used at each step like QFD, DOE, control charts are also briefly explained.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
Itm116 using cha rm csol and retrofit to support a dual project and productionRobert Max
ChaRM from Solution Manager supports Novelis' development and configuration processes by:
1) Imposing discipline on the change management process through workflows and approvals.
2) Supporting a dual production and project landscape by managing transports between environments.
3) Automating previously manual change documentation and linking it to transport status.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
The document discusses the core principles of Lean, including specifying value for the customer, identifying and eliminating waste in the value stream, making value flow through pull from the customer, empowering employees, and continuously improving. It defines value-added and non-value added activities, and the seven most common types of waste: defects, overproduction, transportation, waiting, processing, motion, and inventory. The document provides examples of how to identify waste and a systematic approach to process analysis to eliminate waste.
The document provides an overview of AFSO21 (Air Force Strategic Operations for the 21st Century), which is the Air Force's methodology for continuous process improvement using lean principles. It discusses the history and principles of lean, defines waste, and explains tools like standard work, 6S, and problem solving. It also gives examples of process mapping and describes what an AFSO21 process improvement event would entail. The goal of AFSO21 is to eliminate waste, reduce costs and response times, and improve productivity across the Air Force.
This document provides an overview of Six Sigma and its methodology for process improvement. It defines key Six Sigma concepts like process capability and sigma levels. Six Sigma aims to reduce process variation and improve yields from 3 sigma to 6 sigma, resulting in fewer than 3.4 defects per million opportunities. It outlines the DMAIC methodology used, including defining problems, measuring baseline performance, analyzing sources of variation, improving the process, and controlling the gains. The goal is to understand and control all sources of variation to meet customer requirements.
This document provides an overview of Six Sigma and its methodology. It discusses key Six Sigma concepts like process capability and sigma levels. It outlines Motorola's development of Six Sigma to reduce process variation and improve customer satisfaction. The Six Sigma improvement methodology is then summarized in five steps - Define, Measure, Analyze, Improve, Control (DMAIC) which aims to understand problems, measure performance, analyze causes of variation, improve the process, and control gains. Various tools used at each step like QFD, DOE, control charts are also briefly explained.
This document provides an overview of process mapping using a SIPOC (Supplier, Input, Process, Output, Customer) chart. It discusses how to create a high-level SIPOC that defines the key steps in a process, identifies important inputs and suppliers, and lists the major outputs and customers. The SIPOC is presented as the first step in process mapping to help visualize the current process and identify areas for potential improvement. Examples of completed SIPOCs are also included to demonstrate how they can be used to identify metrics and scope a process improvement project.
NG BB 53 Process Control [Compatibility Mode]Leanleaders.org
This document provides an overview of process control concepts and tools. It discusses an 8-step process for process improvement that includes control. Control plans are important to ensure improved processes remain stable. Measurement systems should be analyzed and process capability recalculated during control. Cultural issues can impact control and force field analysis can identify drivers and restraints. Standard operating procedures, control charts, and mistake proofing are discussed as control mechanisms.
Itm116 using cha rm csol and retrofit to support a dual project and productionRobert Max
ChaRM from Solution Manager supports Novelis' development and configuration processes by:
1) Imposing discipline on the change management process through workflows and approvals.
2) Supporting a dual production and project landscape by managing transports between environments.
3) Automating previously manual change documentation and linking it to transport status.
This document provides information on the improve phase of the CPI roadmap for a National Guard Black Belt training module. It outlines an 8-step process for improvement that includes identifying performance gaps, determining root causes, developing and testing countermeasures, and standardizing successful processes. The document also lists activities and tools that can be used in the improve phase, as well as mandatory and recommended deliverables for the improve tollgate, such as a future state process map, implementation plan, pilot results, and storyboard.
This document discusses takt time, which is a key concept for understanding and improving processes. It defines takt time as the time required to produce components to meet customer demand. An example is provided to demonstrate how to calculate takt time using available operating time and customer requirements. The relationship between takt time and theoretical minimum staffing is explained. Finally, cycle time bar charts are introduced as a way to visualize production lines and identify opportunities for improvement by comparing operator cycle times to the takt time.
The document discusses software development processes and methodologies. It provides definitions of key concepts like software process and project management methodology. It then summarizes various software development models and processes like the Rational Unified Process, spiral development, incremental development, and the unified software development process. The unified process classifies iterations into inception, elaboration, construction and transition iterations. It also discusses the six models or views used in the unified process - use case model, analysis model, design model, implementation model, test model and deployment model.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
This technical report discusses POLCA, a hybrid push-pull material control system designed for environments with high product variety or customization. POLCA overcomes limitations of traditional pull/Kanban systems which are not well-suited for such environments. The report provides an overview of how POLCA works using an example company. It then compares advantages of POLCA to push/MRP and pull/Kanban systems, such as preventing excess inventory buildup. The report also outlines steps to implement POLCA and discusses results from implementations at several factories which led to reduced lead times and improved on-time delivery.
This document provides an introduction to lean principles and methodology. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The key aspects of lean covered are the nine types of waste, value-added vs non-value added activities, typical benefits of lean such as lead time reduction and productivity increases, and lean tools like value stream mapping, 5S, and kaizen events. Kaizen events are described as a focused team approach to eliminating waste through rapid improvement over a short period of time.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document outlines a methodology for deploying a P2P solution across an enterprise by establishing a common framework. It involves four phases: initial discovery, process and system build-out, cut-over, and post-deployment support. These phases are applied to each business unit, with lessons learned fine-tuning the process. An example deployment for a financial services company's IT division is provided, highlighting categories addressed and a weekly work breakdown estimate.
This document discusses principles of software process improvement. It explains that process improvement aims to understand existing processes and introduce changes to improve quality, reduce costs, or accelerate schedules. The document outlines topics like process measurement, analysis and modeling, and the CMMI process improvement framework. It also discusses how process attributes like defects, costs, and schedule influence product quality and how to develop simple process models.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
This document provides an introduction to processes and process management. It defines what a process is and explains that a process takes inputs, adds value to them, and produces outputs. It also shows input-process-output diagrams that visually represent processes. The document discusses different types of process maps, including flow charts, swim lane diagrams, and SIPOC diagrams. It explains the difference between an organization's outputs and outcomes, and provides examples of how outputs and outcomes differ for various departments and organizations.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
This Six Sigma project aimed to reduce rework of service orders in an Order Support Center. In the Define phase, the team created a charter, process map, and collected baseline data showing a 32% error rate. The Measure phase involved analyzing error data over four months using tools like control charts. This showed the process was out of control. The team analyzed causes in the Analyze phase and developed improvements in Improve. The project has since implemented changes, established controls, and seen a reduction in the error rate and associated costs.
Before attempting to model a business process, you should first define its scope so you know how it starts, how it ends and whether it is really one process or many.
Learn to see, measure and automate with value stream managementLance Knight
This document discusses using value stream management to see, measure, and automate software delivery processes. It begins by explaining that traditional value stream maps can physically show material and information flows, but software delivery value streams are less tangible. The presentation then demonstrates how to map different flows in a software value stream, including request, development, and operations flows. It also discusses the importance of measuring key metrics in each flow in order to identify improvement opportunities. Finally, it explains how applying lean principles like reducing waste and creating flow can help optimize the software delivery value stream to improve outcomes like quality, speed, and productivity.
This document provides information on the improve phase of the CPI roadmap for a National Guard Black Belt training module. It outlines an 8-step process for improvement that includes identifying performance gaps, determining root causes, developing and testing countermeasures, and standardizing successful processes. The document also lists activities and tools that can be used in the improve phase, as well as mandatory and recommended deliverables for the improve tollgate, such as a future state process map, implementation plan, pilot results, and storyboard.
This document discusses takt time, which is a key concept for understanding and improving processes. It defines takt time as the time required to produce components to meet customer demand. An example is provided to demonstrate how to calculate takt time using available operating time and customer requirements. The relationship between takt time and theoretical minimum staffing is explained. Finally, cycle time bar charts are introduced as a way to visualize production lines and identify opportunities for improvement by comparing operator cycle times to the takt time.
The document discusses software development processes and methodologies. It provides definitions of key concepts like software process and project management methodology. It then summarizes various software development models and processes like the Rational Unified Process, spiral development, incremental development, and the unified software development process. The unified process classifies iterations into inception, elaboration, construction and transition iterations. It also discusses the six models or views used in the unified process - use case model, analysis model, design model, implementation model, test model and deployment model.
The document provides guidance on using the Power Steering project tracking tool. It outlines how to access Power Steering, navigate the interface, update user profiles, and invite new users. Power Steering is used to track Department of Defense continuous process improvement projects, store associated templates and tools, and share best practices between projects. National Guard students who attend Black Belt training will receive login credentials to enter project details and updates.
This document provides information about standardized work processes. It begins with an overview of the 8-step CPI roadmap for process improvement. It then discusses standardized work techniques and tools that can be used to analyze and improve processes. The rest of the document uses an exercise where participants standardize the process of drawing a pig picture to demonstrate how to create a standardized work instruction document. It provides examples of standardized work forms like standard operation sheets that document the best way to complete a task or job through detailed steps and timing. The goal is to achieve consistency in processes to improve safety, quality, productivity and performance.
Here are the key steps in developing operational definitions:
1. Identify the factor or variable you want to measure
2. Write a draft definition in your own words
3. Review the definition with others to refine language and ensure common understanding
4. Finalize the definition and document it clearly for those collecting data
5. Periodically review definitions and refine as needed over time
Clear, precise operational definitions are essential to ensure consistent and accurate measurement. Taking the time up front to develop them pays off in the quality of the data collected and insights generated.
This technical report discusses POLCA, a hybrid push-pull material control system designed for environments with high product variety or customization. POLCA overcomes limitations of traditional pull/Kanban systems which are not well-suited for such environments. The report provides an overview of how POLCA works using an example company. It then compares advantages of POLCA to push/MRP and pull/Kanban systems, such as preventing excess inventory buildup. The report also outlines steps to implement POLCA and discusses results from implementations at several factories which led to reduced lead times and improved on-time delivery.
This document provides an introduction to lean principles and methodology. It defines lean as a systematic approach to identifying and eliminating waste through continuous improvement. The key aspects of lean covered are the nine types of waste, value-added vs non-value added activities, typical benefits of lean such as lead time reduction and productivity increases, and lean tools like value stream mapping, 5S, and kaizen events. Kaizen events are described as a focused team approach to eliminating waste through rapid improvement over a short period of time.
This document discusses quick changeover techniques to improve process efficiency. It begins by outlining an 8-step process improvement methodology. It then defines changeover times and differentiates between traditional and continuous process improvement thinking regarding changeovers. The document explains that quick changeovers can decrease downtime and waste, allowing for increased flexibility through smaller batch sizes. It provides steps to identify internal and external changeover activities, convert internal activities to external to reduce downtime, and further reduce all remaining activities through techniques like parallel operations and automation.
FDA Audit Process Training using turtle diagrams presented by Rob Packard, founder of http://MedicalDeviceAcademy.com and Brigid Glass, CEO of Brigid Glass & Associates.
The document outlines a methodology for deploying a P2P solution across an enterprise by establishing a common framework. It involves four phases: initial discovery, process and system build-out, cut-over, and post-deployment support. These phases are applied to each business unit, with lessons learned fine-tuning the process. An example deployment for a financial services company's IT division is provided, highlighting categories addressed and a weekly work breakdown estimate.
This document discusses principles of software process improvement. It explains that process improvement aims to understand existing processes and introduce changes to improve quality, reduce costs, or accelerate schedules. The document outlines topics like process measurement, analysis and modeling, and the CMMI process improvement framework. It also discusses how process attributes like defects, costs, and schedule influence product quality and how to develop simple process models.
The document discusses documentation requirements for ISO 9001 certification. It notes that some organizations see ISO certification as simply a way to get a certificate, but that the true value comes from implementing an effective quality management system. It emphasizes that top management must plan and implement the QMS. The document also discusses reducing documentation requirements in the revised ISO 9001 standard and taking a lean approach to documentation to avoid creating an unnecessary paperwork burden. It proposes a tiered documentation structure with a high-level quality manual at the top level and more detailed procedures, instructions, and records at lower levels.
Value" is any action or process that a customer would be willing to pay for. Lean manufacturing is a management philosophy focused on the reduction of the "seven wastes in" order to improve overall customer value.
This document provides an introduction to processes and process management. It defines what a process is and explains that a process takes inputs, adds value to them, and produces outputs. It also shows input-process-output diagrams that visually represent processes. The document discusses different types of process maps, including flow charts, swim lane diagrams, and SIPOC diagrams. It explains the difference between an organization's outputs and outcomes, and provides examples of how outputs and outcomes differ for various departments and organizations.
This document provides an overview of business process management and process mapping. It discusses why organizations should shift from a functional view to a process view. The key aspects covered include:
- Explaining the difference between functional management and business process management
- Discussing the types of business processes like core, key sub, and enabling processes
- Outlining the 7 steps to process mapping like determining boundaries, listing steps, and finalizing the flowchart
- Providing examples of process mapping for order entry and manufacturing
- Discussing how to identify inputs, outputs, and classify variables in a 6 Sigma process mapping approach
The document advocates that organizations should understand customer-centric processes rather than individual functions in order
This Six Sigma project aimed to reduce rework of service orders in an Order Support Center. In the Define phase, the team created a charter, process map, and collected baseline data showing a 32% error rate. The Measure phase involved analyzing error data over four months using tools like control charts. This showed the process was out of control. The team analyzed causes in the Analyze phase and developed improvements in Improve. The project has since implemented changes, established controls, and seen a reduction in the error rate and associated costs.
Before attempting to model a business process, you should first define its scope so you know how it starts, how it ends and whether it is really one process or many.
Learn to see, measure and automate with value stream managementLance Knight
This document discusses using value stream management to see, measure, and automate software delivery processes. It begins by explaining that traditional value stream maps can physically show material and information flows, but software delivery value streams are less tangible. The presentation then demonstrates how to map different flows in a software value stream, including request, development, and operations flows. It also discusses the importance of measuring key metrics in each flow in order to identify improvement opportunities. Finally, it explains how applying lean principles like reducing waste and creating flow can help optimize the software delivery value stream to improve outcomes like quality, speed, and productivity.
The document discusses business process re-engineering and introduces the Business Value Enhancement Methodology (BVEM) as an 11-step approach to successfully implementing business process re-engineering. BVEM aims to reduce failures by capturing stakeholder needs, mapping current and future processes, conducting benchmarking and gap analysis, creating performance metrics, and performing risk analysis. The methodology provides a comprehensive framework to radically redesign processes and achieve dramatic improvements in areas like cost, quality, and speed.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
This document discusses process mapping and its importance. It defines process mapping as a graphical representation of the steps involved in a process. There are four main types of process maps - high-level, common, detailed, and functional. A functional process map breaks the steps into functional areas, often mapped against a timeline. Process mapping is useful for documenting and understanding processes, identifying value-added and non-value added steps, and communicating process information to employees.
The document discusses getting traction for process improvement initiatives. It notes that people often have negative reactions to the word "process" and see it as boring, dehumanizing, or a threat to their jobs. It emphasizes the importance of clearly defining what constitutes a business process and providing guidelines for naming and understanding processes. These include processes being triggered by external events and having discrete, countable results. The document also stresses that while functions are important and efficient, they can conflict with overall process goals if the process is not clearly defined and managed as a whole. It argues for identifying process owners to set direction and resolve conflicts between functions.
This document provides guidance on process mapping for organizational modernization and improvement. It explains that process mapping allows organizations to systematically understand and improve their work processes by making them more efficient and customer-focused. The document outlines a 7-step approach to process mapping, which includes determining boundaries, listing steps, sequencing steps, using basic symbols, checking for completeness, and finalizing the map. Process mapping is presented as a key tool for analyzing current processes and designing improved future state processes.
Process Mapping For Modernization (Updated 10/20/2008)Peter Stinson
This document provides guidance on process mapping for organizational modernization and improvement. It explains that process mapping allows organizations to systematically understand and improve their work processes by making them more efficient and customer-focused. The document outlines a 7-step approach to process mapping, including determining boundaries, listing steps, sequencing steps, using standard symbols, checking for completeness, and finalizing the map. Process mapping is presented as a key tool for analyzing current processes and designing improved future state processes.
Defying Logic - Business Logic Testing with AutomationRafal Los
It proposes a 3-phase framework: 1) Model valid business processes by monitoring normal user behavior. 2) Manipulate workflows by modifying states and transactions. 3) Analyze results to detect deviations from expected behavior, indicating potential logic defects. The goal is to overcome challenges of testing application logic, which is hard to define, domain-specific, and lacks consistent patterns. A demo is provided as a proof of concept for how such a framework could work. Contributions to further the research are welcomed.
Six Sigma is a data-driven approach and methodology for process improvement originally developed by Motorola. It aims to reduce defects and variation in manufacturing and business processes. The document discusses the history and key aspects of Six Sigma such as the DMAIC approach, tools used in each phase like process mapping, root cause analysis, and improvement techniques like 5S, poka-yoke, and FMEA. Implementing Six Sigma through the DMAIC approach can help organizations optimize processes and improve quality, productivity, and customer satisfaction.
Performance testing is a type of non-functional testing that evaluates the speed, scalability, and stability of a system or process under a particular workload. It seeks to determine a system's effectiveness, efficiency, and stability under a particular anticipated load. Some key aspects of performance testing include:
- Load testing to determine maximum operating capacity and identify bottlenecks.
- Stress testing to establish system failure thresholds or points at which unacceptable response times occur.
- Endurance testing to determine if the system will continue to perform under anticipated long-term production loads.
Basta 2012 Mainz Process Intelligence mit Windows Workflow FoundationAdam Boczek
Process Intelligence ermöglicht einen Zusammenschluss von Unternehmens- und Prozesskontrolle auf taktischer und operativer Ebene. Sollten Kennzahlen (wie z.B. Durchlaufzeit) von erwarteten Werten abweichen, können Ursachen hierfür in den Geschäftsprozessen analysiert werden. Korrigierende Maßnahmen können in Echtzeit ergriffen werden, bevor das laufende Geschäft beeinträchtigt wird.
The document discusses the importance of documenting processes through detailed process flow charts and SIPOC diagrams for continuous improvement purposes. It states that processes, no matter the complexity, should be documented with an overview process flow chart including details on process steps, inputs/outputs, tools used, and key performance indicators. This documentation forms the basis of a Quality Assurance Plan (QAP) that can be used to increase customer satisfaction, drive process understanding for management, and identify areas for improvement through measurement of process indicators. The document provides an example process flow chart and explains what a SIPOC diagram is and how it can help map the suppliers, inputs, process steps, outputs, and customers of a process.
This document discusses deployment pipelines and best practices for continuous delivery. It covers topics like the basic components of a deployment pipeline including different stages like commit, testing, and release. It also discusses practices for deployment pipeline like deploying the same way to every environment, automating deployments, and making the deployment process idempotent. Scripting tools for automating deployments and metrics for monitoring pipelines are also covered at a high level.
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2. What is a Process?
• An activity, using resources, managed in
order to transfer inputs into outputs.
– Often the output from one process forms the
input to the next process.
Inputs Outputs
Process
1. Material 1. A part
2. People 2. A critical dimension
3. Procedures 3. A critical characteristic
4. Customer 4. Communication
requirements
5. Data
5. Drawings
6. Information
Step Step Step Step
A process
1 2 3 4
may have Input Output
multiple steps
2
3. The Case for Process Audits
• Fire Fighting
– Most organizations consistently check the products or services
that are provided to customers. But this is a reactive check.
• The product or service is already completed. Costs, man hours,
etc. are tied up in the completed product or service. If the product
or service is nonconforming, you must start over.
• Be Proactive
– Good processes yield good products and services. Bad
processes yield bad products and services (garbage in equals
garbage out!). Instead of focusing on the output of the process
(products and/or services) spend time and resources checking
the health of processes.
– If you continuously check (audit) processes and use the results
to take improvement steps, you will continuously improve the
products and services created by the process.
3
4. How to Perform a Process Audit
Step One: Define the Process
• Before you audit anything, there must be a
standard in place to audit against. Simply
put, auditing is “say what you do (via a
standard) and do what you say”
• Three Methods for Creating a Standard (or
definition) of a Process
– Process Flow Diagram
– Deployment Diagram
– SIPOC Diagram
4
5. Creating a Process Flow Diagram
1. Determine the start and stop points to
your flow of process steps . The stop
point is typically near the customer.
2. Walk through the flow, writing down the
process steps as they exist now (Rule of
thumb: Pretend your are the product or
service). Make sure you use a noun and
verb to describe the process step.
3. Once you have roughly mapped out the
process, make it more formal by adding
symbols.
Activity
Decision Point Start/Stop
(Process Step)
4. Once finished, sign and date the flow
diagram with a revision level.
5
6. Creating a Deployment Flow Chart
(Swim Lane)
1. Here a quot;departmentquot; or quot;agencyquot;
dimension is added horizontally
along the top of the chart. You may
use individuals, groups,
departments, functions, etc. -
whatever kinds of 'units' play major
roles in the process.
2. Draw vertical lines to separate the
functional boundaries.
3. When the flow moves from one
function to another, a horizontal line
ideally denotes this.
4. Apart from the ideally horizontal
moves between functions, aim when
possible to draw the sequence of
activities from top to bottom.
5. Use the task and decision-making
symbols as before and always
connect symbols with arrows
indicating the direction of flow.
6
7. SIPOC Diagram
• Suppliers: The entities that provide whatever is worked on in the
process (information, forms, material). The supplier may be an
outside vendor or another division or a coworker (as an internal
supplier).
• Input: The information or material provided by the supplier and used
by the process..
• Process: The steps used to convert inputs into outputs. (some
steps are value added and some are not value added)
• Output: The product, service or information being sent to the
customer. This is what the customer pays for. He/she wants output:
– With good quality
– Delivered on time
– At a competitive price
• Customers: The next step in the process, or the final (external)
customers.
7
8. Creating a SIPOC Diagram
1. Create an area that will allow the team
to post additions to the SIPOC S I P O C
diagram. This could be:
• A transparency (shown with an
overhead projector) made of the
SIPOC template
• Flip charts with headings (S-I-P-
O-C) written on each
• Headings written on post-it notes
posted to a wall.
2. Begin with the process. Map it in four
to five general steps.
3. Identify the outputs of this process.
4. Identify the customers that will receive
the outputs of this process.
5. Identify the inputs required for the
process to function properly.
6. Identify the suppliers of the inputs that
are required by the process.
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9. Levels of Measurement for SIPOC
Diagram
Inputs Outputs
Step One Step Two Step Three
Macro View-All Process Steps Micro View-Each Process Step
Step Two
S I P O C S I P O C
Step
Step
One
One
Step
Step
Two
Two
Step
Step
Three
Three
Etc.
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10. How to Perform a Process Audit
Step Two: Perform the Audit
• Once you define the process, you can
begin auditing the process
• Perform the Audit in Three Phases:
– Understand the Customer
• Requirements
• Voice of the customer
– Understand the Process
• How was the process created?
– Performance of Process
• Assess inputs and outputs
10
11. Phase One
Get copy of SIPOC Get copy of process What is the voice of the If applicable, get copy
Pick a process customer?-Quality, of customer’s
diagram for process flow diagram or
to audit Delivery, Satisfaction, specifications and/or
deployment diagram
Etc. requirements
Phase Two
Yes Write down the
Is there a Review customer’s
Review it and customer’s critical
internal requirements with
document results requirements
specification? creators of process
Does it match Go through the requirements
the customer’s No and make sure the
organization agrees with the
specification? requirements. If there are
Get SIPOC diagram
exceptions, make sure they
for process steps to are being addressed.
Do they match? be evaluated in walk
Are they linked? through
Find out how he/she manages the Start third phase of Third
department. What performance audit by interviewing
supervisor Phase
metrics are tracked?
Travel as the product or service
Using the process flow How to Conduct a Process
diagram and SIPOC
does. Evaluate key outputs and
diagrams, walk through
Audit
inputs at each step. How well are
the process
the outputs meeting customer
requirements? If requirements are
not met, what is done? What is Be sure and present
the quality of each input? Are they Summarize Results results to leadership
delivered on time? If an input is (85/15 rule)
bad, what is being done with the
supplier?
Issue audit report 11
12. How to Perform a Process Audit
Step Three: Check Results of Audit
• It is critical that the results of audits be
reviewed by organizational leadership
• Leadership Support makes the Difference:
• Deming’s 85/15 Rule: 85% of problems in any organization
are within the system and are the responsibility of
leadership while only 15% lie with the worker
• Systems are made of processes. Processes are used by workers to
produce products and/or services. If the system is bad, the
processes are bad and consequently service and/or product will be
bad.
12
13. Leadership Review Sessions
• To continuously improve an organization,
Leadership must consistently meet to review
performance and highlight opportunities for
improvement
– Some performance metrics will be reactive in nature
(ex. customer satisfaction)
– As much as possible, proactive measures of
performance must be on the meeting agenda.
Process audits are strong, proactive tools and the
results of audits must be used as a performance
measure.
13
14. How to Perform a Process Audit
Step Four: Act on Results
• Once results are reviewed, actions must
be taken to improve processes
• The determination of actions is also the
responsibility of leadership
• Audit results will present two types of
opportunities:
– A complete system breakdown
– A process breakdown
14
15. Department A Department B Department C
You conduct process audits in three different departments
In process step three of department A, you find a work instruction that is not being followed
In process step one of department B, you find a work instruction that is not being followed
In process step four of department C, you find a work instruction that is not being followed
You have solid evidence that work instructions are not being followed in the organization. You don’t
necessarily have bad output as a result of it but you could. Because you see the same issue in three
different departments, the system is broken. Take action now to fix this issue: Better training, Better work
instructions 15
16. Department A Department B Department C
You conduct process audits in three different departments
In process step four of department C, you find a work instruction that is not being followed. No other
instances were found of instructions not being followed. This is not a system issue but rather a
process issue.
16
17. Continuously Improve
Plan Audits-Make sure there is a
e schedule and resources to conduct
th audits
op
r st
ve !
Ne cle
cy
Make sure there is a Conduct audits (on time)
process in place for per the schedule
Leadership to determine
improvement actions
Make sure a process is in place
for Leadership review of results
17