The document discusses process analysis and performance measurement. It defines key terms like process analysis, bottleneck, cycle time, and throughput time. Process analysis involves understanding the current process, identifying opportunities for improvement using tools like flowcharting, and implementing a structured approach called DMAIC (Define, Measure, Analyze, Improve, Control). Performance measurement is important for process optimization and involves setting metrics to track goals and identify needed changes. Bottlenecks, which increase cycle times, occur when workloads exceed a step's capacity. Reducing bottlenecks can improve overall process efficiency.

1. TAKIRA MOTORS
PRESENTED BY:
SHREY AGARWAL
SATISH PAHLAZANI
SANDEEP VIRMANI
SANJANA MANPASAND
SHIVANGI SRIVASTAVA
SALONI JAIN
SHILPA GODARA

2. PROCESS ANALYSIS
• PROCESS ANALYSIS IS THE DOCUMENTATION AND
DETAILED UNDERSTANDING OF HOW WORK IS
PERFORMED AND HOW IT CAN BE REDESIGNED.
• IF A MANAGER SUSPECTS THAT THE PROCESS CAN BE
IMPROVED, AN ANALYSIS SHOULD BE UNDERTAKEN.
• FIRST STEP IN PROCESS ANALYSIS IS TO UNDERSTAND
IT.
• THERE ARE FIVE STEPS INVOLVED.
• THE FIVE STEPS FORM AN ACRONYM: DMAIC
• (DEFINE-MEASURE-ANALYZE-IMPROVE-CONTROL).

3. STEP 1: DEFINE. WHAT PROCESS NEEDS TO BE IMPROVED?
• WHO WILL PARTICIPATE IN THE PROJECT FOR IMPROVING THIS
PROCESS?
• WHO ARE THE CUSTOMERS?
• WHO ARE THE WORKERS INVOLVED IN THE PROCESS?
STEP 2: MEASURE. WE CHART THE PROCESS WITH SOME SORT
OF FLOWCHART OR MAP. INPUT AND OUTPUT MEASUREMENTS
ARE DETERMINED. PRELIMINARY DATAARE COLLECTED.
STEP 3: ANALYZE. WHAT CAUSES PROBLEMS? REDUCE THE
LIST OF CAUSES.
STEP 4:IMPROVE. FIND SOLUTIONS FOR THE PROBLEM, AND
DESIGN AN IMPLEMENTATION PLAN.
STEP 5: CONTROL. MAKE SURE THE IMPROVED PROCESS STAYS
IN CONTROL.

4. TYPES OF PROCESSES
• PROJECTS: THESE GENERALLY RESULT IN AN OUTPUT
OF ONE. EXAMPLES INCLUDE CONSTRUCTING A
BUILDING OR CATERING A PARTY.
• JOB SHOPS: THIS TYPE OF PROCESS PRODUCES SMALL
BATCHES OF MANY DIFFERENT PRODUCTS. EACH
BATCH IS USUALLY CUSTOMIZED TO A SPECIFIC
CUSTOMER ORDER, AND EACH PRODUCT MAY REQUIRE
DIFFERENT STEPS AND PROCESSING TIMES.
• BATCH SHOPS: THESE PRODUCE PERIODIC BATCHES OF
THE SAME PRODUCT. BATCH SHOPS CAN PRODUCE
DIFFERENT PRODUCTS, BUT TYPICALLY ALL THE
PRODUCTS THEY PRODUCE FOLLOW THE SAME
PROCESS FLOW.

5. • FLOW LINES: THIS TYPE OF PROCESS CONSISTS OF
ESSENTIALLY INDEPENDENT STATIONS THAT
PRODUCE THE SAME OR VERY SIMILAR PARTS.
• ASSEMBLY LINES: THESE PRODUCE DISCRETE PARTS
FLOWING AT CONTROLLED RATES THROUGH A WELL-
DEFINED PROCESS. THE LINE MOVES THE PARTS TO
THE RESOURCES, AND EACH RESOURCE MUST
COMPLETE ITS TASK BEFORE THE LINE MOVES ON.
• CONTINUOUS FLOW PROCESSES: AS THE NAME
IMPLIES, THESE PROCESSES PRODUCE ITEMS
CONTINUOUSLY, USUALLY IN A HIGHLY AUTOMATED
PROCESS.

6. PROCESS
FLOWCHARTING
• PROCESS FLOWCHARTING IS THE USE OF A DIAGRAM
TO PRESENT THE MAJOR ELEMENTS OF A PROCESS
• THE BASIC ELEMENTS CAN INCLUDE TASKS OR
OPERATIONS, FLOWS OF MATERIALS OR CUSTOMERS,
DECISION POINTS, AND STORAGE AREAS OR QUEUES
• IT IS AN IDEAL METHODOLOGY BY WHICH TO BEGIN
ANALYZING A PROCESS

9. PERFORMANCE MEASUREMENT
PROCESS
• PERFORMANCE MEASURES ARE RECOGNIZED AS AN IMPORTANT
ELEMENT OF ALL TOTAL QUALITY MANAGEMENT PROGRAMS.
MANAGERS AND SUPERVISORS DIRECTING THE EFFORTS OF AN
ORGANIZATION OR A GROUP HAVE A RESPONSIBILITY TO KNOW HOW,
WHEN, AND WHERE TO INSTITUTE A WIDE RANGE OF CHANGES.
• AS A PROCESS, PERFORMANCE MEASUREMENT IS NOT SIMPLY
CONCERNED WITH COLLECTING DATAASSOCIATED WITH A
PREDEFINED PERFORMANCE GOAL OR STANDARD.
• PERFORMANCE MEASUREMENT IS BETTER THOUGHT OF AS AN
OVERALL MANAGEMENT SYSTEM INVOLVING PREVENTION AND
DETECTION AIMED AT ACHIEVING CONFORMANCE OF THE WORK
PRODUCT OR SERVICE TO YOUR CUSTOMER'S REQUIREMENTS.
• ADDITIONALLY, IT IS CONCERNED WITH PROCESS OPTIMIZATION
THROUGH INCREASED EFFICIENCY AND EFFECTIVENESS OF THE
PROCESS OR PRODUCT.

10. WHAT ARE PERFORMANCE MEASURES?
PERFORMANCE MEASURES QUANTITATIVELY TELL US
SOMETHING IMPORTANT ABOUT OUR PRODUCTS, SERVICES,
AND THE PROCESSES THAT PRODUCE THEM. THEY ARE A TOOL
TO HELP US UNDERSTAND, MANAGE, AND IMPROVE WHAT OUR
ORGANIZATIONS DO. PERFORMANCE MEASURES LET US KNOW:
• HOW WELL WE ARE DOING
• IF WE ARE MEETING OUR GOALS
• IF OUR CUSTOMERS ARE SATISFIED
• IF OUR PROCESSES ARE IN STATISTICAL CONTROL
• IF AND WHERE IMPROVEMENTS ARE NECESSARY.

11. BOTTLENECK ACTIVITY
• A POINT OF CONGESTION IN A SYSTEM THAT OCCURS WHEN
WORKLOADS ARRIVE AT A GIVEN POINT MORE QUICKLY THAN THAT
POINT CAN HANDLE THEM. THE INEFFICIENCIES BROUGHT ABOUT BY
THE BOTTLENECK OFTEN CREATE A QUEUE AND A LONGER OVERALL
CYCLE TIME.
• THE TERM BOTTLENECK REFERS TO THE SHAPE OF A BOTTLE AND THE
FACT THAT THE BOTTLE'S NECK IS THE NARROWEST POINT, AND THUS
THE MOST LIKELY PLACE FOR CONGESTION TO OCCUR, SLOWING
DOWN THE FLOW OF LIQUID FROM THE BOTTLE. THE TERM IS USED TO
DESCRIBE POINTS OF CONGESTION IN EVERYTHING FROM COMPUTER
NETWORKS TO A FACTORYASSEMBLY LINE.
FOR EXAMPLE, A COMPANY WHOSE PRODUCT IS IN HIGH DEMAND
MAY SEE ITS SHIPPING DEPARTMENT RECEIVE PURCHASE ORDERS
MORE QUICKLY THAN THE PRODUCTS CAN BE SHIPPED OUT, THUS
CAUSING A BOTTLENECK.

12. • IDENTIFYING BOTTLENECKS
A BOTTLENECK IN THE MANUFACTURING PROCESS CAN BE DIFFICULT
TO IDENTIFY IN A COMPLEX SYSTEM. THE BOTTLENECK CAN BE
FOUND BY LOOKING AT EACH SEQUENCE OF THE PROCESS
INDIVIDUALLY AND MEASURING THE PRODUCTION LEVELAT EACH
STEP. IF A PARTICULAR SEQUENCE HAS A LOW PRODUCTION LEVEL,
THEN IT IS THE SOURCE OF THE BOTTLENECK. IT SHOULD BE NOTED
THAT THERE CAN BE MULTIPLE BOTTLENECKS WITHIN A COMPLEX
SYSTEM.
• SOLVING BOTTLENECK PROBLEMS
A BOTTLENECK CAN BE SOLVED BY ADJUSTING THE PRODUCTION
LEVEL IN THE SEQUENCE WHERE THE BOTTLENECK IS HAPPENING.
THIS MIGHT BE ACHIEVED BY INSTALLING MORE EFFICIENT
EQUIPMENT OR, SOMETIMES, BY INCREASING LABOR. IN SOME
SITUATIONS, IT MAY NOT BE POSSIBLE TO INCREASE PRODUCTION IN
THAT AREAAND IT MAY BE MORE EFFICIENT TO REDUCE PRODUCTION
CAPABILITIES IN THE OTHER AREAS IN ORDER TO CREATE EFFICIENCY.

13. CYCLE TIME
• THE PERIOD REQUIRED TO COMPLETE
ONE CYCLE OF AN OPERATION; OR TO
COMPLETE A FUNCTION, JOB,
OR TASK FROM START TO FINISH. CYCLE
TIME IS USED IN DIFFERENTIATING
TOTAL DURATION OF A PROCESS FROM
ITS RUN TIME.
• CYCLE TIME = AVERAGE TIME BETWEEN
COMPLETION OF UNITS

14. CYCLE TIME EXAMPLE
• SUPPOSE YOU HAD TO PRODUCE 600
UNITS IN 80 HOURS TO MEET THE
DEMAND REQUIREMENTS OF A PRODUCT.
WHAT IS THE CYCLE TIME TO MEET THIS
DEMAND REQUIREMENT?
• CYCLE TIME= 80X60/600
= 8 MINS

15. THROUGHPUT TIME
• THROUGHPUT TIME IS THE AMOUNT OF TIME IT TAKES FOR A
MANUFACTURER TO MAKE A PRODUCT.
• THE THROUGHPUT TIME OF A PRODUCT IS CALCULATED BY
ADDING THE
o PROCESS TIME,
o INSPECTION TIME,
o MOVE TIME, AND
o WAIT TIME.
• THROUGHPUT TIME= PROCESS TIME+ INSPECTION TIME+ MOVE
TIME + WAIT TIME

16. THROUGHPUT TIME
• AVERAGE TIME A CUSTOMER SPENDS IN A BANK
• AVERAGE TIME A BOOK STAYS AT THE AMAZON.COM’S WAREHOUSE
• HOW DO WE MEASURE THROUGHPUT TIME?
Customer arrives Service begins Service ends
Throughput Time
Waiting Processing
Book arrives Stored Order arrives Picked Packaged Shipped
Throughput Time

17. Cycle time is the time taken by the longest activity (here it is 7 min).
Throughput time is 46 min.