process analysis and improve.

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6 Terms

1
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process chart

  • easy and fast to understand for comms and training purposes

  • can quickly see where improve. needed

  • symbols

    • rectangle

      • task or process

    • upside down triangle

      • queues where stuff is in waiting or storage

      • too much = issue

    • diamond

      • have multiple arrows

        • to show the multiple choices to pick from

    • arrows

      • connects one step to the next

  • can add other details

    • time

    • cost

  • ex.

    • multiple points where a patient is rejected

    • bring to the front of process

      • less labor and costs

<ul><li><p>easy and fast to understand for comms and training purposes </p></li><li><p>can quickly see where improve. needed </p></li><li><p>symbols </p><ul><li><p>rectangle</p><ul><li><p>task or process</p></li></ul></li><li><p>upside down triangle</p><ul><li><p>queues where stuff is in waiting or storage </p></li><li><p>too much = issue </p></li></ul></li><li><p>diamond </p><ul><li><p>have multiple arrows </p><ul><li><p>to show the multiple choices to pick from </p></li></ul></li></ul></li><li><p>arrows </p><ul><li><p>connects one step to the next </p></li></ul></li></ul></li><li><p>can add other details </p><ul><li><p>time </p></li><li><p>cost </p></li></ul></li><li><p>ex. </p><ul><li><p>multiple points where a patient is rejected </p></li><li><p>bring to the front of process</p><ul><li><p>less labor and costs</p></li></ul></li></ul></li></ul>
2
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process improvement

  1. find where need to change

  2. benchmarking

  3. tinker or tear-down

3
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need for change

  • warnings signs

  • leading = immediate effects

  • lagging = delayed effect

  • 2 types

    • internal

      • leading

        • too many

          • delays

          • inv.

          • employee frustrations

          • idle staff/equip.

      • lagging

        • too much

          • OT

          • turnover

        • low KPI

    • external

      • leading

        • too many

          • complaints

          • return of product

          • bad media

      • lagging

        • lower

          • market shares

          • fnce perform.

4
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benchmarking

  • compare org. to another

  • types

    • internal

      • best for org. w/ multiple locations

    • competitive

      • hard to get info

    • functional

      • order entry

      • service parts logistics

5
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tinker v. tear-down

  • tinker = CPI (continuous process improvement)

    • never-ending process of small improvements

    • through employee involv.

      • teams that are trained to find and solve issues

      • need to be given time and ability to be creative that can be incorp. into business

  • tear-down = BPR (business process rengg.)

    • one time big improvement

    • scrapping and re-working

    • causes layoffs

    • occurs if not enough CPI

      • forced on you

    • discont. thinking

      • start from a clean sheet

    • need when

      • tech advanc. that a competitor adopts and sees drastic improve. as a result

        • customer now desires this thing

        • throuhg disruptive tech.

          • radically diff.

          • overtakes dominant tech.

          • usually performs badly at the start

          • ex.

            • telephone → cellphone

            • cd → spotify

<ul><li><p>tinker = CPI (continuous process improvement)</p><ul><li><p>never-ending process of small improvements</p></li><li><p>through employee involv. </p><ul><li><p>teams that are trained to find and solve issues</p></li><li><p>need to be given time and ability to be creative that can be incorp. into business </p></li></ul></li></ul></li><li><p>tear-down = BPR (business process rengg.)</p><ul><li><p>one time big improvement </p></li><li><p>scrapping and re-working </p></li><li><p>causes layoffs </p></li><li><p>occurs if not enough CPI</p><ul><li><p>forced on you </p></li></ul></li><li><p>discont. thinking </p><ul><li><p>start from a clean sheet</p></li></ul></li><li><p>need when </p><ul><li><p>tech advanc. that a competitor adopts and sees drastic improve. as a result</p><ul><li><p>customer now desires this thing </p></li><li><p>throuhg disruptive tech. </p><ul><li><p>radically diff.</p></li><li><p>overtakes dominant tech.</p></li><li><p>usually performs badly at the start </p></li><li><p>ex. </p><ul><li><p>telephone → cellphone</p></li><li><p>cd → spotify </p></li></ul></li></ul></li></ul></li></ul></li></ul></li></ul>
6
New cards

just-in-time

  • lean production approach

  • lowers waste and betters quality

  • pull system

  • find issues and bottleneck to streamline production

  • only works if stable env. where production is linear and high volume

    • wont work for seasonal products

  • kanban

    • flow of material

    • worker only does their part when the bin ahead is empty

    • reduces excess inv. that can acc.

<ul><li><p>lean production approach </p></li><li><p>lowers waste and betters quality </p></li><li><p>pull system </p></li><li><p>find issues and bottleneck to streamline production </p></li><li><p>only works if stable env. where production is linear and high volume</p><ul><li><p>wont work for seasonal products</p></li></ul></li><li><p>kanban </p><ul><li><p>flow of material </p></li><li><p>worker only does their part when the bin ahead is empty </p></li><li><p>reduces excess inv. that can acc. </p></li></ul></li></ul>