The document discusses human process engineering as a method to achieve operational excellence in organizations by systematically analyzing and improving human activities within business processes. It emphasizes the importance of changing employee attitudes and behaviors through programs like ARL (Action Reflection Learning) and ZDMT (Zero Defects and Minimum Time) to sustain continuous improvement and eliminate waste. Additionally, it highlights the need for standardized operations, cycle time reduction, and effective waste elimination strategies, backed by the expertise of Pankaj Anand in lean management and engineering.

1. Operational Excellence
Through
HUMAN PROCESS
ENGINEERING
© Pankaj Anand

2. •Waste Elimination
LEAN •Better Value Stream
MANAGEMENT •Standardized Operations
•Actions by People
ACTION •Analysis & Reflection
REFLECTION •Process/job Ownership
LEARNING
Human Process
Engineering
ZDMT •Internal Defects
Zero Defect
•Internal Delays
Minimum Time •Continuous Improvement
© Pankaj Anand

3. Human Process Engineering - Introduction
• The art and Science of systematically studying
DEFINITION human activities in ALL business processes and
taking actions that move the organization towards
excellence.
• The principles of Lean Management are integrated
IMPLEMENTATION
with the ARL (Action Reflection Learning) program
to change the attitude of people towards work.
• This CHANGE is followed up with the ZDMT
program to sustain continuous improvement.
• Waste Elimination
RESULTANT
GAINS
• Inventory Reduction
• Faster Turnaround Times
• Sense of Urgency
• Awareness & Contribution at Work
• Sustained Continuous Improvement
• Higher Flexibility
• Higher Profit 2

4. BASICS – WHY PEOPLE ARE IMPORTANT
Every organization has three important pillars:
PROCESS - SYSTEMS - PEOPLE
Which of these has the highest Power to Impact the Outcome?
Nature Capability Reliability Power to
Impact
Outcome
Dependent on As designed, predictable 100%, will not Least
PROCESS Systems & output fail on its own Powerful
People
Cannot change As designed but can Less than Very
SYSTEMS on their own affect Process output 100%, can Powerful
affect Output
Design & Undermined, their Less than 100% Most
PEOPLE operate behaviour affects Powerful
Processes & outputs of BOTH,
Systems Processes & Systems
Therefore, changing the attitude and behaviour of PEOPLE is the key
to achieving the organization’s objectives.
Human Process Engineering program enables people to embrace
this CHANGE in a self sustaining and permanent manner.

5. HUMAN PROCESS ENGINEERING - PRINCIPLES
• These principles are to be applied to ALL processes in an organization and
the Change involves and impacts ALL people in it.
Quality & • Every process of achieving a goal can be improved upon
Productivity are • The Human Brain converts ideas to viable Solutions
results of Human • It is the Human that makes the big difference in any
Activity improvement
• Most operational processes comprise repetitive actions
Any Repetitive • When done by humans, there is cycle time variation
Process can be • Analyze reasons for cycle time variation and take action
improved
• Cycle time can be made predictable and reduced to best
ever achieved
• Typical process definition – from material issue to FG
Degree of Change • New definition - as long as possible –e.g. First Sales-Call to
depends on Scope Realization of bills
of Process
• Define processes for the cycles that generate revenues
• The key to success is actions taken for improvement and
controls built to ensure sustainability

6. HUMAN PROCESS ENGINEERING – ROAD MAP *
PROCESSES Lean Management Tools &
AND SYSTEMS ZDMT to improve and sustain
Understand Document Analyse Practice
the Goal and the ‘As-Is’ Waste & ZDMT to
the need for Process. Map Define Ideal continuously
Change Value Stream VSM. Set Improve and
(VSM) new KPIs Sustain
PEOPLE ARL (Action Reflection Learning)
to change attitude to work
Form core Introduce Set up ARL Publicize
team and ALL people meetings ARL
train them to the ARL and meetings
on Lean and process Facilitate train new
DMAIC them Mentor(s)
* Please refer to the accompanying .docx file for the detailed road map

7. Tools and Techniques
• Waste Identification and Elimination
• Workplace and Facility Analysis
Lean Management • ‘5S’ for Housekeeping
& • Productivity Analysis
D-M-A-I -C • Poka-yoke and Visual Controls
• Value Stream Mapping
• Standardization of Operations
• A new technique developed and proven over 10 years,
whetted by Rimanoczy in 2004
A R L: to change • Instills Awareness and the need for Actions to improve
employee attitude • Focuses on ALL employees in the organization
• Practice and mentoring results in permanent change
• Engages all employees in continuous improvement
• Works on Internal Defects and “Do it Right First Time”
ZDMT to eliminate
• Defines ‘defects’ in a new light – Internal Customer is King
Defects and Delays • Defines Limits for Defects and Delays, promotes RCA.
• Fine Tunes and improves ALL processes applied to

8. Background
• Mr Pankaj Anand has 32 years of Projects, manufacturing and management experience in
Mechanical, Electrical and Electronics manufacturing and Foundry practice.
•Ten years in the Corporate sector – MICO (Bosch) and Kirloskar Oil Engines (KOEL)
• Twenty two years of setting up and running successfully an Electronics manufacturing
company.
• He has made it his mission to help industries achieve excellence through Lean
Management/ Manufacturing, innovative techniques and structured mentoring.
• Consultancy to Companies in the Kirloskar Group, amongst other objectives, to
improve the Quality, Productivity and Commitment of some of their Vendors.
• Has wide bandwidth of understanding the Engineering industry, with focus on Human
contribution to achieving goals. His flexibility in finding situation driven solutions has
delivered immense value to his clients.
Credentials
• BE (Mechanical) College of Engineering, Pune, India
• Lean Management Certification - Benchmark Six Sigma
• SMEP – IIM Ahmedabad
• Value Engineering – NITIE, Powai, Mumbai 7