Database Reference
In-Depth Information
For breakthrough improvements, the process maps are analyzed for the following:
◾
Organization complexity
: Commonly, organizational issues are a major deterrent to efficiency
of the processes.
◾
Number of hand-offs, especially, other than those associated with resource network
interfaces.
◾
Work movement
: Workflow charts are utilized to highlight move distances, that is, work
movements.
◾
Process problems
: Several factors may have a severe effect on the continuity, balance, or syn-
chronicity of the workflow. Examples are loops of non-value-added steps designed to address
rework, errors, scraps, and so on. These may be on account of
−
Long changeover times
−
Process input/output imbalances
−
Process variabilities
−
Process yields
These problems need to be identified, measured, analyzed, and resolved through innovative
problem-solving methodology.
7.2.5 Innovative Breakthrough Improvement in Processes
The steps involved in innovative problem-solving methods are as follows:
1. Define a problem.
2. Find alternate solutions.
3. Evaluate the solutions.
4. Implement the best solution.
5. Measure and monitor the success.
The responsive process consists of the following components:
◾
Diagnosing customer need
◾
Developing customized solutions specific to organizational interfaces
◾
Dynamically assigning work to the appropriate delivery unit
◾
Tracking performance as each task is completed
Business problems fall into three basic categories:
1. System problems (methods, procedures, and so on).
2. Technical problems (engineering, operational, and so on).
3.
People problems
(
skills, training, hiring, and so on
): These problems arise because “if you
change what a person does, you change what he or she is.”
7.2.6 Implementing Re-engineered Processes
This involves the following:
◾
Re-engineered vision and policies
◾
Re-engineered strategies and tactics