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PROCESS ANALYSIS COURSE SUMMARY Overview of Key Concepts in Process Management and Improvement •PRESENTED BY: •ACC MEDHAT TAHA •ENG. NAFESA MAHMOUD •D.E. MARWA EL SHERIF
2 Process Definition Series of interrelated work activities that takes input, add value to it, and provides an output to an internal or external customer. 17/11/2022224 PROCESS ANALYSIS
3 Input Output Activity Boundaries Components Customer Feedback Process Owner Stockholders Elements of a Process 17/11/2024 PROCESS ANALYSIS
Elements of a Process Inputs: Provided by the supplier- material (physical) or information Process analysis 4 17/11/2024
Elements of a Process Output: Delivered to the customer- physical (product or services) or (decision). Process analysis 5 17/11/2024
Elements of a Process Activity: Takes material and/or information and transforms it into material or information output. Each activity may consist of several tasks performed by one person. Process analysis 6 17/11/2024
Elements of a Process Process Owner - Understands the process from start to end. - Has ability to grow the process. - Understands the customer needs and expectations. - Has the authority to change the process. Process analysis 7 17/11/2024
Elements of a Process Boundaries: Define start and end points in a process (begin somewhere and end somewhere). Process analysis 8 17/11/2024
Elements of a Process Stockholders is an individual or institution (including a corporation) that legally owns a share of stock in a public or private corporation. Process analysis 9 9 17/11/2024
Elements of a Process Components: (people, material, equipment, environment, procedures) Process analysis 10 17/11/2024
Elements of a Process Customers −Customer can be internal or external. −Internal customers can be the next person, work group or department down the line. −External customers can be other agencies or branches of government, other businesses. Process analysis 11 17/11/2024
Elements of a Process Feedback - The information that feed from customer about the output. - Two types of feedback are termed positive feedback and negative feedback. Process analysis 12 17/11/2024
General process Flow Chart Process analysis 13 Input Output Customer Feedback Activities Process Owner Stockholders Suppliers 17/11/2024
Process Management Process analysis 14 17/11/2024
15 Process Management Management Foundation stage Ownership stage Assessment stage Selection stage Phase 1 Phase 2 17/11/2024 PROCESS ANALYSIS
16 1- FOUNDATION stage 1-1 Categories 1-2 Hierarchy 1-3 Targeting Process Management Phase 1 Management 17/11/2024 PROCESS ANALYSIS
17 2- OWNERSHIP stage Process Management Phase 1 Management  Process Owner  Process Team  Responsibilities of the Team 17/11/2024 PROCESS ANALYSIS
18 3- ASSESSMENT stage Process Management Phase 1 Management  Process Operation  Customer/Owner interface  Customer/Owner Expectations  Process Measure  Process Activities  Factors Critical  Performance against customer requirments. 17/11/2024 PROCESS ANALYSIS
19 4- SELECTION stage Process Management Phase 1 Management  Rank  Performance Target  Select Process for improvement 17/11/2024 PROCESS ANALYSIS
20 Process Management 1- Foundation Stage :  1-1 Process Categories  1-2 Process Hierarchy  1-3 Process Targeting 17/11/2024 PROCESS ANALYSIS
21 Leadership • Direct & Control • Measure performance • Manage improvement 1-1 Process Categories Core • Operational process • Related to central business • External customer Support • Provide support to the core processes to be efficient. 17/11/2024 PROCESS ANALYSIS
Corporative Process Critical Process Critical Process Su b- pr oc es s Su b- pr oc es s A c t i v i t y A c t i v i t y T a s k W o r k s t e p W o r k s t e p T a s k A c t i v i t y Su b- pr oc es s Critical Process 1-2 Process Hierarchy
Process analysis 23 17/11/2024 1-3 Process Targeting
Process Worth Does process X produce more value than costs the organization? Asset Neutral Liability More The same Less
25 Does process X define the image of the organization to its customers Is excelling at process x critically important to achieving the organization’s mission Does process X mandated by the government of some governing authority Identity Yes No Yes No Priority Mandated Background Yes No Process Importance 17/11/2024 PROCESS ANALYSIS
Process Investment Framework Asset Neutral Liability Identity Priority Importance Dimension Background Mandated Worth Dimension Process analysis 26 17/11/2024
27 Improvement Process Management Phase 2  As Is  Measure Process Performance  Identify Improvement Objectives  To be “Develop Solution” 17/11/2024 PROCESS ANALYSIS
28 Process Treatment 17/11/2024 PROCESS ANALYSIS
Process analysis 29 1- Abandon. 2- Outsource. 3- Stream line. 4- Re-engineering. 5- Continuous improvement. 6- Problem solving. Process Treatment 17/11/2024
Process analysis 30 Stop doing a process 2- Outsource Someone else to do it 1- Abandon Process Treatment Suitable for Support Process 17/11/2024
Process analysis 31 Simplification (Make the Process Simple) by : - Some activities be excuted in parallel. - Some Overlapping activities. - Elimintae the repeated activities. - Eliminate some activities that do not add value. Process Treatment 3- Stream Line Suitable for Leadership , Core and Support Process Reduce the time 17/11/2024
Process analysis 32 Process Treatment 4- Re-engineering Process Reengineering (PR): Is The Practice of Rethinking and Redesigning the Way Work is Done to Better Support an Organization's Mission and Reduce Costs. Reengineering Starts with A High-level Assessment of The Organization's Mission, Strategic Goals, and Customer Needs. 17/11/2024
Process analysis 33 Process Treatment 4- Re-engineering When you make reengineering • New Products • Changing Workforce • New Competitors • Global Competition • Changing Technology • Decreasing Margins • Demanding Customers • Manufacturing Excellence (Engineering Service) 17/11/2024
Process analysis 34 Process Treatment 4- Re-engineering  .‫الحتمى‬ ‫الفشل‬ ‫إلى‬ ‫تؤدى‬ ‫الهندرة‬ ‫عمليات‬ ‫فى‬ ‫األخطاء‬  .‫الحلول‬ ‫أنصاف‬ ‫تقبل‬ ‫وال‬ ‫تردد‬ ‫فيها‬ ‫يصلح‬ ‫ال‬ ‫قيصرية‬ ‫عملية‬ ‫الهندرة‬  .‫النهاية‬ ‫حتى‬ ‫عنها‬ ‫ويدافع‬ ‫الفكرة‬ ‫يتبنى‬ ‫شخص‬ ‫بها‬ ‫يقوم‬ ‫أن‬ ‫يجب‬  .‫ألسفل‬ ‫أعلى‬ ‫من‬ ‫القرار‬ ‫يأتى‬ ‫أن‬ ‫يجب‬  .‫اصالحها‬ ‫وليس‬ ‫جذريا‬ ‫العمليات‬ ‫تغيير‬ ‫يجب‬  .‫المنظمة‬ ‫واستراتيجية‬ ‫العميل‬ ‫رضا‬ ‫مع‬ ‫تتماشى‬ ‫أن‬ ‫يجب‬  .‫المنظمة‬ ‫وثقافة‬ ‫الناس‬ ‫قيم‬ ‫تجاهل‬ ‫فيها‬ ‫يجب‬ ‫ال‬  .‫كبيرة‬ ‫بصورة‬ ‫األداء‬ ‫معدالت‬ ‫رفع‬ ‫إلى‬ ‫تؤدى‬ 17/11/2024
Process analysis 35  ‫بشكل‬ ‫منخفض‬ ‫االداء‬ ‫معدل‬ ‫يكون‬ ‫عندما‬ ‫تستخدم‬ ‫طفيف‬ Process Treatment 5- Continous Improvement Improvement Approaches Level of Change Time Continuous Improvement Re-Engineering 17/11/2024
Process analysis 36 ‫اتباع‬ ‫م‬‫يت‬ ، ‫ة‬‫معين‬ ‫ة‬‫مشكل‬ ‫ظهور‬ ‫ي‬‫عل‬ ‫يدل‬ ‫ئ‬‫مفاج‬ ‫ل‬‫بشك‬ ‫األداء‬ ‫معدل‬ ‫انخفاض‬ :‫التالية‬ ‫الخطوات‬  – ) ( ‫الراهن‬ ‫الوضع‬ ‫تحليل‬ ‫وظواهر‬ ‫أعراض‬ ‫المشكلة‬ ‫تحديد‬  ‫وموثقة‬ ‫سليمة‬ ‫ومعلومات‬ ‫بيانات‬ ‫جمع‬  ‫والمعلومات‬ ‫البيانات‬ ‫تحليل‬  ‫الجذرية‬ ‫االسباب‬ ‫تحديد‬  ‫الحلول‬ ‫بدائل‬ ‫وضع‬  ‫المناسب‬ ‫واختيار‬ ‫البدائل‬ ‫تحليل‬  ‫المناسب‬ ‫البديل‬ ‫أو‬ ‫الحل‬ ‫تنفيذ‬  ‫التقييم‬ Process Treatment 6- Problem Solving 17/11/2024
Process analysis 37 Problem Solving Continuous Improvement Re-engineering POC Incremental Incremental Radical Level of change Cultural Cultural Cultural & Org. Type of Change One Time On-Going Radical-One Time Improvement Low Moderate High Risk Tools Tools IT Primary Enable Problem ID Existing Process Clean Sheet Starting point Participative Participative Top : down Initiator of Change Issue/ Problem Process Cross Functional Process Focus Process Treatment 17/11/2024
Process analysis 38 Continous Improvement Plan Do Check Adjust Plan: - Define the process. - Measure the performance. - Identify opportunities. - Develop solutions. Do: - Implement the improvements. Check: - Verify that customer requirements are being meet. Adjust: - Make adjustments. 17/11/2024
Process analysis 39 Delivery of the output may also have consequences that do not always involve the customer expectations. Scrap : work that is unacceptable for delivery and cannot be savaged or repaired. Rework : work that needs additional effort. Reputation : perception of a product or service. Process Value 17/11/2024
Process analysis 40 Customer Value = Quality Service Cost Time Customer Value Output Specifications : - Customer Requirements - Customer Expectations - Customer Unexpectations 17/11/2024
Process analysis 41 Cost of Quality 1. Internal Failures (Inside) 2. External Failures (Outside) 3. Appraisal (Test & Inspection) 4. Prevention (Training & Procedures) 17/11/2024
Process analysis 42 17/11/2024 Total cost Operation Cost is 60 – 80 % Cost of Quality is 20 – 40 % Total cost • Direct labor • Material • Overhead Int./Ext. failure 40 – 60 % Appraisal 20 - 40 % Prevention 0 – 10 % Total cost • Direct labor • Material • Overhead Int./Ext. failure Appraisal Prevention HOW to REDUCE THE COST of QUALITY ?
Define the process Measure Process Performance Identify Improvement Opportunities Develop Solutions Plan Do Check Adjus t Process Definition & Mapping Methodology
Process Definition & Mapping
45 • Define the process (elements) • Process Boundaries • Process Flow • Inputs and outputs • Customers and Managers (Processes Owners) 17/11/2024 PROCESS ANALYSIS Define Process
STOCK HOLDERS PROCESS OWNER ACTIVITIES INPUT OUTPUT CUSTMOER SUPPLIERS FEED BACK Remember Process Definition & Mapping
Mapping Top-Down Wall Map Product Map ACTIVITIES 1 2 3 Process Definition & Mapping
Phase 1 Phase 2 Phase 3 Phase 4 * * * * * * * * * * * * start End 49 Process Analysis 1- TOP-Down Map
ACTIVITIES 1- TOP-Down Map ‫المواصفات‬ ‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫الشراء‬ ‫طلب‬ ‫علي‬ ‫موافقة‬ ‫الشراء‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الترسية‬
‫الشراء‬ ‫طلب‬ ‫الشراء‬ ‫طلب‬ ‫علي‬ ‫موافقة‬ ‫المواصفات‬ ‫إعداد‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫الترسية‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الشراء‬ ‫طلب‬ ‫المواصفات‬ ‫وإعداد‬ ‫وتقديم‬ ‫الطرح‬ ‫العطاءات‬ ‫المظاريف‬ ‫فتح‬ ‫والمالي‬ ‫الفني‬ ‫والتحليل‬ ‫أمر‬ ‫وإصدار‬ ‫الترسية‬ ‫واإلستالم‬ ‫التوريد‬ ACTIVITIES 1- TOP-Down Map
‫النشاط‬ ‫أسم‬ ‫المشاركين‬ ‫النشــــــــاط‬ ‫زمن‬ ‫قبل‬ ‫انتظار‬ ‫بعد‬ ‫انتظار‬ ‫التنفيذ‬ ‫زمن‬ ‫عالقة‬ ‫ببعض‬ ‫األنشطة‬ ‫كل‬ ‫زمن‬ ‫نشاط‬ ‫زمن‬ ‫المرحلة‬ ‫المراحل‬ ‫مرحلة‬ X ‫نشاط‬ 1 ‫الكلي‬ ‫الزمن‬ ‫نشاط‬ 18 ‫نشاط‬ 2 xx xx xx xx xx xx xx xx ‫مشارك‬ 1 ‫مشارك‬ 2 ‫مشارك‬ 7 xx -- -- -- xx xx xx xx xx -- xx xx -- xx xx ‫مشارك‬ 6 ‫نشاط‬ 17 ‫العملية‬ ‫إسم‬ 2- Wall Map
‫األنشطة‬ ‫أسماء‬ ‫المشارك‬ ‫ون‬ 600 90 ‫سم‬ : ‫العملية‬ ‫اسم‬ : ‫الرسم‬ ‫مقياس‬ 30 ‫سم‬ 20 ‫سم‬ 30 ‫سم‬ 10 ‫سم‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫الوق‬ ‫ت‬ 53 ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ Process Analysis
‫العملية‬ ‫إسم‬ 6‫م‬ ‫مشارك‬ 1 90‫سم‬ 30‫سم‬ 30‫سم‬ 20‫سم‬ 10‫سم‬ ) : ( ‫الزمن‬ ‫وحدة‬ ‫القياس‬ ‫وحدة‬ ‫الرسم‬ ‫مقياس‬ ‫المشاركين‬ ‫مشارك‬ 2 ‫مشارك‬ 3 ‫مشارك‬ 4 ‫مشارك‬ 5 ‫مشارك‬ 6 ‫مشارك‬ 7 ‫األولي‬ ‫المرحلة‬ ‫الثانية‬ ‫المرحلة‬ ‫الثالثة‬ ‫المرحلة‬ ‫الرابعة‬ ‫المرحلة‬ ‫الشراء‬ ‫طلب‬ ‫الشراء‬ ‫طلب‬ ‫علي‬ ‫موافقة‬ ‫المواصفات‬ ‫إعداد‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫الترسية‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الشراء‬ ‫طلب‬ ‫العطاءات‬ ‫وتقديم‬ ‫الطرح‬ ‫الفني‬ ‫والتحليل‬ ‫المظاريف‬ ‫فتح‬ ‫واإلستالم‬ ‫التوريد‬ ‫وأمر‬ ‫الترسية‬ ‫وقت‬ ‫المرحلة‬ ‫األولي‬ ‫وقت‬ ‫المرحلة‬ ‫الثانية‬ ‫وقت‬ ‫المرحلة‬ ‫الثالثة‬ ‫وقت‬ ‫المرحلة‬ ‫الرابعة‬ ‫الكلي‬ ‫الوقت‬ 2- Wall Map
Product or Service Cycle Time •Typical Proportion of value added cycle time Waiting in lie Waiting for decisions Value added Value Added id typically 5-10% of total time 55 Process Analysis
Value Added Activity 3- Product Map
‫النشاط‬ ‫في‬ ‫مضافة‬ ‫قيمة‬ ‫وجود‬ ‫معرفة‬ ‫كيفية‬ 1- ‫أخر؟‬ ‫نشاط‬ ‫خالل‬ ‫من‬ ‫النشاط‬ ‫أداء‬ ‫يمكن‬ ‫هل‬ 2- ‫العملية؟‬ ‫أداء‬ ‫علي‬ ‫يؤثر‬ ‫ال‬ ‫النشاط‬ ‫حذف‬ ‫هل‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ 3- Product Map
‫النشاط‬ ‫في‬ ‫مضافة‬ ‫قيمة‬ ‫وجود‬ ‫معرفة‬ ‫كيفية‬ 3- ‫النشاط؟‬ ‫يحذف‬ ‫جديدة‬ ‫تكنولوجيا‬ ‫استخدام‬ ‫هل‬ 4- ‫العميل؟‬ ‫جهة‬ ‫من‬ ‫مطلوب‬ ‫النشاط‬ ‫هذا‬ ‫هل‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫نعم‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ 3- Product Map
√ 15 ‫ق‬ √ ‫طلب‬ ‫تقديم‬ 1‫س‬ √ √ ‫الطلبات‬ ‫تجميع‬ 2‫س‬ √ √ ‫الطلبات‬ ‫مراجعة‬ √ 1‫يوم‬ √ ‫المقايسة‬ √ 15‫ق‬ √ ‫المقايسة‬ ‫دفع‬ 2‫يوم‬ 3 ‫ك‬ √ √ ‫المعدات‬ ‫نقل‬ √ 2‫يوم‬ √ ‫المعدات‬ ‫تركيب‬ 2‫س‬ √ √ ‫الكابالت‬ ‫إختبار‬ √ 30‫ق‬ √ ‫التيار‬ ‫إطالق‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ل‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ة‬ ‫ف‬ ‫ا‬ ‫ض‬ ‫إ‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ق‬ ‫و‬ ‫ل‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫س‬ ‫م‬ ‫ل‬ ‫ا‬ ‫ة‬ ‫ف‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ي‬ ‫ز‬ ‫خ‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ظ‬ ‫ت‬ ‫ن‬ ‫إ‬ ‫ر‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ق‬ ‫ن‬ ‫ل‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ب‬ ‫ت‬ ‫خ‬ ‫إ‬ ‫ر‬ ‫ا‬ ‫العملية‬ ‫أنشطة‬ 46 ‫ساعة‬ ‫الكلي‬ ‫الزمن‬ ‫الكهربائي‬ ‫التيار‬ ‫إلطالق‬ ‫العمليات‬ ‫أنشطة‬ ‫خريطة‬ 3- Product Map
‫الوقت‬ ‫العدد‬ ‫النشاط‬ ‫نوع‬ 25 ‫س‬ 5 ‫تشغيــــــــل‬ 4 ‫س‬ 2 ‫إختبــــــار‬ 16 ‫س‬ 1 ‫نقـــــــــل‬ 1 ‫س‬ 1 ‫تخزيــــــن‬ 21 ‫س‬ 4 ‫إنتظـــــار‬ ‫بها‬ ‫الخاص‬ ‫والزمن‬ ‫األنشطة‬ ‫تجميع‬ ‫جدول‬ ‫المضافة‬ ‫القيمة‬ = 25 46 100 ‫المضافة‬ ‫القيمة‬ = ‫التشغيل‬ ‫زمن‬ ‫الكلي‬ ‫الزمن‬ 100 = 54.3 % 3- Product Map
Analysis of product process map Ask questions: •How many operations are there? Which of these operations are essential? Which operations can be combined? •Where is distance extensive? •Should this activity take less time? •Why is it done this way? •What would happen if you changed the sequence? 61 Process Analysis
‫استماعكم‬ ‫لحسن‬ ‫نشكركم‬ ‫للجميع‬ ‫التوفيق‬ ‫ونتمنى‬

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process analysis presentation_modified_final.pptx

  • 1.
    PROCESS ANALYSIS COURSE SUMMARY Overviewof Key Concepts in Process Management and Improvement •PRESENTED BY: •ACC MEDHAT TAHA •ENG. NAFESA MAHMOUD •D.E. MARWA EL SHERIF
  • 2.
    2 Process Definition Series ofinterrelated work activities that takes input, add value to it, and provides an output to an internal or external customer. 17/11/2022224 PROCESS ANALYSIS
  • 3.
    3 Input Output ActivityBoundaries Components Customer Feedback Process Owner Stockholders Elements of a Process 17/11/2024 PROCESS ANALYSIS
  • 4.
    Elements of aProcess Inputs: Provided by the supplier- material (physical) or information Process analysis 4 17/11/2024
  • 5.
    Elements of aProcess Output: Delivered to the customer- physical (product or services) or (decision). Process analysis 5 17/11/2024
  • 6.
    Elements of aProcess Activity: Takes material and/or information and transforms it into material or information output. Each activity may consist of several tasks performed by one person. Process analysis 6 17/11/2024
  • 7.
    Elements of aProcess Process Owner - Understands the process from start to end. - Has ability to grow the process. - Understands the customer needs and expectations. - Has the authority to change the process. Process analysis 7 17/11/2024
  • 8.
    Elements of aProcess Boundaries: Define start and end points in a process (begin somewhere and end somewhere). Process analysis 8 17/11/2024
  • 9.
    Elements of aProcess Stockholders is an individual or institution (including a corporation) that legally owns a share of stock in a public or private corporation. Process analysis 9 9 17/11/2024
  • 10.
    Elements of aProcess Components: (people, material, equipment, environment, procedures) Process analysis 10 17/11/2024
  • 11.
    Elements of aProcess Customers −Customer can be internal or external. −Internal customers can be the next person, work group or department down the line. −External customers can be other agencies or branches of government, other businesses. Process analysis 11 17/11/2024
  • 12.
    Elements of aProcess Feedback - The information that feed from customer about the output. - Two types of feedback are termed positive feedback and negative feedback. Process analysis 12 17/11/2024
  • 13.
    General process FlowChart Process analysis 13 Input Output Customer Feedback Activities Process Owner Stockholders Suppliers 17/11/2024
  • 14.
  • 15.
    15 Process Management Management Foundation stage Ownershipstage Assessment stage Selection stage Phase 1 Phase 2 17/11/2024 PROCESS ANALYSIS
  • 16.
    16 1- FOUNDATION stage 1-1 Categories 1-2 Hierarchy 1-3 Targeting ProcessManagement Phase 1 Management 17/11/2024 PROCESS ANALYSIS
  • 17.
    17 2- OWNERSHIP stage ProcessManagement Phase 1 Management  Process Owner  Process Team  Responsibilities of the Team 17/11/2024 PROCESS ANALYSIS
  • 18.
    18 3- ASSESSMENT stage ProcessManagement Phase 1 Management  Process Operation  Customer/Owner interface  Customer/Owner Expectations  Process Measure  Process Activities  Factors Critical  Performance against customer requirments. 17/11/2024 PROCESS ANALYSIS
  • 19.
    19 4- SELECTION stage ProcessManagement Phase 1 Management  Rank  Performance Target  Select Process for improvement 17/11/2024 PROCESS ANALYSIS
  • 20.
    20 Process Management 1- FoundationStage :  1-1 Process Categories  1-2 Process Hierarchy  1-3 Process Targeting 17/11/2024 PROCESS ANALYSIS
  • 21.
    21 Leadership • Direct &Control • Measure performance • Manage improvement 1-1 Process Categories Core • Operational process • Related to central business • External customer Support • Provide support to the core processes to be efficient. 17/11/2024 PROCESS ANALYSIS
  • 22.
  • 23.
  • 24.
    Process Worth Does processX produce more value than costs the organization? Asset Neutral Liability More The same Less
  • 25.
    25 Does process Xdefine the image of the organization to its customers Is excelling at process x critically important to achieving the organization’s mission Does process X mandated by the government of some governing authority Identity Yes No Yes No Priority Mandated Background Yes No Process Importance 17/11/2024 PROCESS ANALYSIS
  • 26.
    Process Investment Framework AssetNeutral Liability Identity Priority Importance Dimension Background Mandated Worth Dimension Process analysis 26 17/11/2024
  • 27.
    27 Improvement Process Management Phase 2 As Is  Measure Process Performance  Identify Improvement Objectives  To be “Develop Solution” 17/11/2024 PROCESS ANALYSIS
  • 28.
  • 29.
    Process analysis 29 1-Abandon. 2- Outsource. 3- Stream line. 4- Re-engineering. 5- Continuous improvement. 6- Problem solving. Process Treatment 17/11/2024
  • 30.
    Process analysis 30 Stopdoing a process 2- Outsource Someone else to do it 1- Abandon Process Treatment Suitable for Support Process 17/11/2024
  • 31.
    Process analysis 31 Simplification(Make the Process Simple) by : - Some activities be excuted in parallel. - Some Overlapping activities. - Elimintae the repeated activities. - Eliminate some activities that do not add value. Process Treatment 3- Stream Line Suitable for Leadership , Core and Support Process Reduce the time 17/11/2024
  • 32.
    Process analysis 32 ProcessTreatment 4- Re-engineering Process Reengineering (PR): Is The Practice of Rethinking and Redesigning the Way Work is Done to Better Support an Organization's Mission and Reduce Costs. Reengineering Starts with A High-level Assessment of The Organization's Mission, Strategic Goals, and Customer Needs. 17/11/2024
  • 33.
    Process analysis 33 ProcessTreatment 4- Re-engineering When you make reengineering • New Products • Changing Workforce • New Competitors • Global Competition • Changing Technology • Decreasing Margins • Demanding Customers • Manufacturing Excellence (Engineering Service) 17/11/2024
  • 34.
    Process analysis 34 ProcessTreatment 4- Re-engineering  .‫الحتمى‬ ‫الفشل‬ ‫إلى‬ ‫تؤدى‬ ‫الهندرة‬ ‫عمليات‬ ‫فى‬ ‫األخطاء‬  .‫الحلول‬ ‫أنصاف‬ ‫تقبل‬ ‫وال‬ ‫تردد‬ ‫فيها‬ ‫يصلح‬ ‫ال‬ ‫قيصرية‬ ‫عملية‬ ‫الهندرة‬  .‫النهاية‬ ‫حتى‬ ‫عنها‬ ‫ويدافع‬ ‫الفكرة‬ ‫يتبنى‬ ‫شخص‬ ‫بها‬ ‫يقوم‬ ‫أن‬ ‫يجب‬  .‫ألسفل‬ ‫أعلى‬ ‫من‬ ‫القرار‬ ‫يأتى‬ ‫أن‬ ‫يجب‬  .‫اصالحها‬ ‫وليس‬ ‫جذريا‬ ‫العمليات‬ ‫تغيير‬ ‫يجب‬  .‫المنظمة‬ ‫واستراتيجية‬ ‫العميل‬ ‫رضا‬ ‫مع‬ ‫تتماشى‬ ‫أن‬ ‫يجب‬  .‫المنظمة‬ ‫وثقافة‬ ‫الناس‬ ‫قيم‬ ‫تجاهل‬ ‫فيها‬ ‫يجب‬ ‫ال‬  .‫كبيرة‬ ‫بصورة‬ ‫األداء‬ ‫معدالت‬ ‫رفع‬ ‫إلى‬ ‫تؤدى‬ 17/11/2024
  • 35.
    Process analysis 35  ‫بشكل‬‫منخفض‬ ‫االداء‬ ‫معدل‬ ‫يكون‬ ‫عندما‬ ‫تستخدم‬ ‫طفيف‬ Process Treatment 5- Continous Improvement Improvement Approaches Level of Change Time Continuous Improvement Re-Engineering 17/11/2024
  • 36.
    Process analysis 36 ‫اتباع‬‫م‬‫يت‬ ، ‫ة‬‫معين‬ ‫ة‬‫مشكل‬ ‫ظهور‬ ‫ي‬‫عل‬ ‫يدل‬ ‫ئ‬‫مفاج‬ ‫ل‬‫بشك‬ ‫األداء‬ ‫معدل‬ ‫انخفاض‬ :‫التالية‬ ‫الخطوات‬  – ) ( ‫الراهن‬ ‫الوضع‬ ‫تحليل‬ ‫وظواهر‬ ‫أعراض‬ ‫المشكلة‬ ‫تحديد‬  ‫وموثقة‬ ‫سليمة‬ ‫ومعلومات‬ ‫بيانات‬ ‫جمع‬  ‫والمعلومات‬ ‫البيانات‬ ‫تحليل‬  ‫الجذرية‬ ‫االسباب‬ ‫تحديد‬  ‫الحلول‬ ‫بدائل‬ ‫وضع‬  ‫المناسب‬ ‫واختيار‬ ‫البدائل‬ ‫تحليل‬  ‫المناسب‬ ‫البديل‬ ‫أو‬ ‫الحل‬ ‫تنفيذ‬  ‫التقييم‬ Process Treatment 6- Problem Solving 17/11/2024
  • 37.
    Process analysis 37 Problem Solving Continuous Improvement Re-engineeringPOC Incremental Incremental Radical Level of change Cultural Cultural Cultural & Org. Type of Change One Time On-Going Radical-One Time Improvement Low Moderate High Risk Tools Tools IT Primary Enable Problem ID Existing Process Clean Sheet Starting point Participative Participative Top : down Initiator of Change Issue/ Problem Process Cross Functional Process Focus Process Treatment 17/11/2024
  • 38.
    Process analysis 38 ContinousImprovement Plan Do Check Adjust Plan: - Define the process. - Measure the performance. - Identify opportunities. - Develop solutions. Do: - Implement the improvements. Check: - Verify that customer requirements are being meet. Adjust: - Make adjustments. 17/11/2024
  • 39.
    Process analysis 39 Deliveryof the output may also have consequences that do not always involve the customer expectations. Scrap : work that is unacceptable for delivery and cannot be savaged or repaired. Rework : work that needs additional effort. Reputation : perception of a product or service. Process Value 17/11/2024
  • 40.
    Process analysis 40 CustomerValue = Quality Service Cost Time Customer Value Output Specifications : - Customer Requirements - Customer Expectations - Customer Unexpectations 17/11/2024
  • 41.
    Process analysis 41 Costof Quality 1. Internal Failures (Inside) 2. External Failures (Outside) 3. Appraisal (Test & Inspection) 4. Prevention (Training & Procedures) 17/11/2024
  • 42.
    Process analysis 42 17/11/2024 Totalcost Operation Cost is 60 – 80 % Cost of Quality is 20 – 40 % Total cost • Direct labor • Material • Overhead Int./Ext. failure 40 – 60 % Appraisal 20 - 40 % Prevention 0 – 10 % Total cost • Direct labor • Material • Overhead Int./Ext. failure Appraisal Prevention HOW to REDUCE THE COST of QUALITY ?
  • 43.
    Define the process MeasureProcess Performance Identify Improvement Opportunities Develop Solutions Plan Do Check Adjus t Process Definition & Mapping Methodology
  • 44.
  • 45.
    45 • Define theprocess (elements) • Process Boundaries • Process Flow • Inputs and outputs • Customers and Managers (Processes Owners) 17/11/2024 PROCESS ANALYSIS Define Process
  • 46.
  • 47.
    Mapping Top-Down Wall MapProduct Map ACTIVITIES 1 2 3 Process Definition & Mapping
  • 48.
  • 49.
    ACTIVITIES 1- TOP-Down Map ‫المواصفات‬‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫الشراء‬ ‫طلب‬ ‫علي‬ ‫موافقة‬ ‫الشراء‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الترسية‬
  • 50.
    ‫الشراء‬ ‫طلب‬ ‫الشراء‬ ‫طلب‬‫علي‬ ‫موافقة‬ ‫المواصفات‬ ‫إعداد‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫الترسية‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الشراء‬ ‫طلب‬ ‫المواصفات‬ ‫وإعداد‬ ‫وتقديم‬ ‫الطرح‬ ‫العطاءات‬ ‫المظاريف‬ ‫فتح‬ ‫والمالي‬ ‫الفني‬ ‫والتحليل‬ ‫أمر‬ ‫وإصدار‬ ‫الترسية‬ ‫واإلستالم‬ ‫التوريد‬ ACTIVITIES 1- TOP-Down Map
  • 51.
    ‫النشاط‬ ‫أسم‬ ‫المشاركين‬ ‫النشــــــــاط‬ ‫زمن‬ ‫قبل‬‫انتظار‬ ‫بعد‬ ‫انتظار‬ ‫التنفيذ‬ ‫زمن‬ ‫عالقة‬ ‫ببعض‬ ‫األنشطة‬ ‫كل‬ ‫زمن‬ ‫نشاط‬ ‫زمن‬ ‫المرحلة‬ ‫المراحل‬ ‫مرحلة‬ X ‫نشاط‬ 1 ‫الكلي‬ ‫الزمن‬ ‫نشاط‬ 18 ‫نشاط‬ 2 xx xx xx xx xx xx xx xx ‫مشارك‬ 1 ‫مشارك‬ 2 ‫مشارك‬ 7 xx -- -- -- xx xx xx xx xx -- xx xx -- xx xx ‫مشارك‬ 6 ‫نشاط‬ 17 ‫العملية‬ ‫إسم‬ 2- Wall Map
  • 52.
    ‫األنشطة‬ ‫أسماء‬ ‫المشارك‬ ‫ون‬ 600 90 ‫سم‬ : ‫العملية‬‫اسم‬ : ‫الرسم‬ ‫مقياس‬ 30 ‫سم‬ 20 ‫سم‬ 30 ‫سم‬ 10 ‫سم‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫اسم‬ ‫المرحلة‬ ‫الوق‬ ‫ت‬ 53 ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ ‫زمن‬ ‫المرحلة‬ Process Analysis
  • 53.
    ‫العملية‬ ‫إسم‬ 6‫م‬ ‫مشارك‬ 1 90‫سم‬ 30‫سم‬ 30‫سم‬ 20‫سم‬ 10‫سم‬ ) :( ‫الزمن‬ ‫وحدة‬ ‫القياس‬ ‫وحدة‬ ‫الرسم‬ ‫مقياس‬ ‫المشاركين‬ ‫مشارك‬ 2 ‫مشارك‬ 3 ‫مشارك‬ 4 ‫مشارك‬ 5 ‫مشارك‬ 6 ‫مشارك‬ 7 ‫األولي‬ ‫المرحلة‬ ‫الثانية‬ ‫المرحلة‬ ‫الثالثة‬ ‫المرحلة‬ ‫الرابعة‬ ‫المرحلة‬ ‫الشراء‬ ‫طلب‬ ‫الشراء‬ ‫طلب‬ ‫علي‬ ‫موافقة‬ ‫المواصفات‬ ‫إعداد‬ ‫الشروط‬ ‫كراسة‬ ‫إعداد‬ ‫المناقصة‬ ‫في‬ ‫الطرح‬ ‫طلب‬ ‫الطرح‬ ‫طلب‬ ‫علي‬ ‫الموافقة‬ ‫المناقصة‬ ‫عن‬ ‫اإلعالن‬ ‫االعطاءات‬ ‫تقديم‬ ‫المظاريف‬ ‫لفتح‬ ‫لجنة‬ ‫تشكيل‬ ‫الفني‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫المالي‬ ‫التحليل‬ ‫لجنة‬ ‫تشكيل‬ ‫البت‬ ‫لجنة‬ ‫علي‬ ‫العرض‬ ‫الترسية‬ ‫االعالنات‬ ‫لوحة‬ ‫في‬ ‫النشر‬ ‫التوريد‬ ‫أمر‬ ‫إصدار‬ ‫المعدات‬ ‫فحص‬ ‫المعدات‬ ‫إستالم‬ ‫الشراء‬ ‫طلب‬ ‫العطاءات‬ ‫وتقديم‬ ‫الطرح‬ ‫الفني‬ ‫والتحليل‬ ‫المظاريف‬ ‫فتح‬ ‫واإلستالم‬ ‫التوريد‬ ‫وأمر‬ ‫الترسية‬ ‫وقت‬ ‫المرحلة‬ ‫األولي‬ ‫وقت‬ ‫المرحلة‬ ‫الثانية‬ ‫وقت‬ ‫المرحلة‬ ‫الثالثة‬ ‫وقت‬ ‫المرحلة‬ ‫الرابعة‬ ‫الكلي‬ ‫الوقت‬ 2- Wall Map
  • 54.
    Product or ServiceCycle Time •Typical Proportion of value added cycle time Waiting in lie Waiting for decisions Value added Value Added id typically 5-10% of total time 55 Process Analysis
  • 55.
  • 56.
    ‫النشاط‬ ‫في‬ ‫مضافة‬‫قيمة‬ ‫وجود‬ ‫معرفة‬ ‫كيفية‬ 1- ‫أخر؟‬ ‫نشاط‬ ‫خالل‬ ‫من‬ ‫النشاط‬ ‫أداء‬ ‫يمكن‬ ‫هل‬ 2- ‫العملية؟‬ ‫أداء‬ ‫علي‬ ‫يؤثر‬ ‫ال‬ ‫النشاط‬ ‫حذف‬ ‫هل‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ 3- Product Map
  • 57.
    ‫النشاط‬ ‫في‬ ‫مضافة‬‫قيمة‬ ‫وجود‬ ‫معرفة‬ ‫كيفية‬ 3- ‫النشاط؟‬ ‫يحذف‬ ‫جديدة‬ ‫تكنولوجيا‬ ‫استخدام‬ ‫هل‬ 4- ‫العميل؟‬ ‫جهة‬ ‫من‬ ‫مطلوب‬ ‫النشاط‬ ‫هذا‬ ‫هل‬ ‫نعم‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫نعم‬ ‫قيمة‬ ‫تضيف‬ ‫ال‬ ‫قيمة‬ ‫تضيف‬ 3- Product Map
  • 58.
    √ 15 ‫ق‬√ ‫طلب‬ ‫تقديم‬ 1‫س‬ √ √ ‫الطلبات‬ ‫تجميع‬ 2‫س‬ √ √ ‫الطلبات‬ ‫مراجعة‬ √ 1‫يوم‬ √ ‫المقايسة‬ √ 15‫ق‬ √ ‫المقايسة‬ ‫دفع‬ 2‫يوم‬ 3 ‫ك‬ √ √ ‫المعدات‬ ‫نقل‬ √ 2‫يوم‬ √ ‫المعدات‬ ‫تركيب‬ 2‫س‬ √ √ ‫الكابالت‬ ‫إختبار‬ √ 30‫ق‬ √ ‫التيار‬ ‫إطالق‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ي‬ ‫غ‬ ‫ش‬ ‫ت‬ ‫ل‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ة‬ ‫ف‬ ‫ا‬ ‫ض‬ ‫إ‬ ‫ة‬ ‫م‬ ‫ي‬ ‫ق‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ق‬ ‫و‬ ‫ل‬ ‫ا‬ ‫ت‬ ‫ا‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫س‬ ‫م‬ ‫ل‬ ‫ا‬ ‫ة‬ ‫ف‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ي‬ ‫ز‬ ‫خ‬ ‫ت‬ ‫ن‬ ‫ا‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ظ‬ ‫ت‬ ‫ن‬ ‫إ‬ ‫ر‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ق‬ ‫ن‬ ‫ل‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ـ‬ ‫ب‬ ‫ت‬ ‫خ‬ ‫إ‬ ‫ر‬ ‫ا‬ ‫العملية‬ ‫أنشطة‬ 46 ‫ساعة‬ ‫الكلي‬ ‫الزمن‬ ‫الكهربائي‬ ‫التيار‬ ‫إلطالق‬ ‫العمليات‬ ‫أنشطة‬ ‫خريطة‬ 3- Product Map
  • 59.
    ‫الوقت‬ ‫العدد‬ ‫النشاط‬‫نوع‬ 25 ‫س‬ 5 ‫تشغيــــــــل‬ 4 ‫س‬ 2 ‫إختبــــــار‬ 16 ‫س‬ 1 ‫نقـــــــــل‬ 1 ‫س‬ 1 ‫تخزيــــــن‬ 21 ‫س‬ 4 ‫إنتظـــــار‬ ‫بها‬ ‫الخاص‬ ‫والزمن‬ ‫األنشطة‬ ‫تجميع‬ ‫جدول‬ ‫المضافة‬ ‫القيمة‬ = 25 46 100 ‫المضافة‬ ‫القيمة‬ = ‫التشغيل‬ ‫زمن‬ ‫الكلي‬ ‫الزمن‬ 100 = 54.3 % 3- Product Map
  • 60.
    Analysis of productprocess map Ask questions: •How many operations are there? Which of these operations are essential? Which operations can be combined? •Where is distance extensive? •Should this activity take less time? •Why is it done this way? •What would happen if you changed the sequence? 61 Process Analysis
  • 61.