The document discusses operation process improvement (OPI) and various techniques for analyzing and improving processes. It describes OPI as a systematic approach to optimize organizational processes to achieve more efficient results through reducing variation and waste. Some key techniques mentioned include process mapping, cause-effect diagrams, flow charts, and Six Sigma methodology. Six Sigma uses statistical methods and a special infrastructure of roles like Black Belts to identify and remove defects in processes. The overall aim of OPI and these techniques is to help organizations reduce costs, improve performance and maximize profits through continuous process improvement.

1. Operation Process Improvement
OPI
By:
Magdy Abdelsattar
LinkedIn.com/pub/Magdy-abdelsattar-omar
magdysattar@gmail.com
+201270000970

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.
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3. Process Improvements, involve
 Process managements
•Defining the organization's 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 organization's
 Techniques for process customers (or stakeholders)
improvement Who do we serve?
 Managements Science
•Aligning the business processes to
 Reengineering the organization's goals
How do we do it better?
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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
bottlenecks
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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?
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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. Process
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7. Process Improvement management
techniques
Define
Plan
Control Measure
Act Do DMAIC
Check
Improve Analyze
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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-
Implement
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9. 8-omega Implementation
D A D I I M C I
Strategy
Implement
Analyze
Integrate
Manage
Discover
Improve
Design
Control
People
Process
Technology
tm
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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).
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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 the
11 Magdy A.Sattar guidance of Black Belts.