Process Management

Eng. Mohamed Ysser

11/4/2013

Eng. Mohamed Ysser

What is process?
A process is a series of interrelated actions taken to transform a concept, a
request, or an order into a delivered product or service.
A process is an activity or group of activities that takes an input, adds value to it,
and provides an output to an internal or external customer.

System Vs. Process:

The terms process and system are often used interchangeably, causing some
confusion (is a process part of system or is a system part of the process)
A system may be defined as a network of connecting processes that work
together to accomplish the aim of the system
When viewing the total organization as a system:

There will be subsystems (Ex.: a payroll system, accounting system, management information system)
There will be processes (Ex.: manufacturing processes, accounting processes)
There will be sub processes (Ex.: design process, field service process)
There may be supporting systems (Ex.: calibration system, inventory management system, production
scheduling system)

Within these supporting systems there will be processes (Ex.: data entry processes, data analysis
process, report generation process)
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Eng. Mohamed Ysser

System Vs. Process (contd.):

The distinction appears to be:
A system has its own, self-serving objectives
A process aims at transforming inputs into outputs to achieve (ultimately) the
strategic objectives of the organization

Process management:
Process management is using a collection of practices, techniques, and tools to
implement, sustain, and improve process effectiveness
Process management includes planning and setting goals, establishing controls,
monitoring and measuring performance, documenting, improving cycle time,
eliminating waste, removing constraints, eliminating special causes of variation,
maintaining the gains, and continually improving
A process management maturity assessment tool for assessing an organizations
process management maturity level relative to six criteria:
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Eng. Mohamed Ysser

Process management maturity assessment

Metrics are altered as

necessary to identify
new
opportunities.
Leading metrics are
used where feasible

Process owners place

high value on ensuring
that all employees
have ownership of
process

Internal
customers
and suppliers work
together
on
improvement projects

Processes have been

continually improved
in line with business
objectives and desired
outcomes

The
method
for
changing processes is
continually upgraded
to provide rapid and
effective response to
changing needs

Process activities are

reviewed
for
acceptable
performance

Metrics are reviewed

regularly to provide
feedback and improve

Process
owners
regularly
discuss
process performance
with team members

Discussions between
internal
customers
and suppliers have
resulted in process
changes

Process improvement
is regularly carried
out, but may not
impact
business
performance

Process changes are

evaluated, validated,
and documented

Process is documented
and personnel trained
to follow it

Standard metrics are

in place for most
processes, but do not
impact performance

An owner has been

identified for most
processes

Regular
feedback
exists
between
internal
customers
and suppliers

A standard process
improvement
methodology exists

A
process
for
reviewing
and
approving
process
changes exists

Personnel
try
to
replicate actions each
time

Processes
are
measured when there
are problems

Individuals
are
responsible for certain
portions of processes

Discussions
occur
between members of
related
processes
when
there
are
problems

Attempts are made to

improve
processes
when
there
are
significant problems

Sketchy records are

kept
of
process
changes

Processes are carried

out as each person
sees fit

Performance
processes
is
measured

Anyone or no one may

claim to own a process

Interconnection
processes has
been discussed

Processes are seldom

improved

Anyone can make a

process change

Improved

Managed

Standardized

Repeated

of
not

Eng. Mohamed Ysser

of
not

Changes

Ownership

Improvement

Metrics

Process activities are

continually improved

Activities
5

Level

Unmanaged
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Interconnections

Assessment Criteria

The key roles of process management

Effective process management requires 4 key roles:
The process sponsor
The process owner
The process manager
The process worker
The Process Sponsor is the person who provides direction and ensures that there is sufficient
resource available to improve a process. He or she is normally at a senior level in an
organization
The Process Owner usually sits outside the process, and is directly and personally
accountable for the end-to-end process. He or she is the final arbiter for the process and
should drive any process improvement initiatives and activities
The Process Manager works inside the process and is responsible for discrete parts of it. He
or she ensures day-to-day production performance, directly manages process workers and
supplier relationships and provides the process owner with metrics, reports and improvement
ideas.
The Process Worker works inside the process with responsibility for specific delivery to
agreed standards. He or she may manage small teams of less experienced workers and
provide the process manager with metrics, reports and improvement ideas.
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Eng. Mohamed Ysser

The elements of a process

There are many elements to a process and it helps if these can be defined to aid
clarity around the process, so that a common understanding may be obtained.
The elements that are defined are the process:
Title
Purpose
Scope
Inputs
Outputs
Controls
Resources

Controls









Process

Outputs

Resources

Inputs

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Eng. Mohamed Ysser

The elements of a process (Contd.)

The Process Title should be simple and comprise a verb and a noun, e.g., design new product
The Process Purpose should always begin with Is to., e.g., Is to bring a new product to market based
on the latest innovative thinking, within an agreed timescale
The Process Scope defines precisely where the process starts and ends, and what is specifically included
and explicitly excluded, e.g., the process starts with writing a project plan and ends when the customer
accepts the final product; all manufacturing is included, but all packaging design is excluded
The Inputs of a process are the things that are transformed by the process in to the end product or service
required by the customer of the process. Inputs can be tangible, e.g., written data, or intangible, e.g.,
verbal requests
The Outputs of a process can be products or services and should conform to the specifications agreed in
advance with the recipient, i.e., with the customer, internal or external. Outputs can also be tangible, e.g.,
product, or intangible, e.g., advice
Process Controls may be imposed either externally or internally, e.g., customer specifications, legislative
requirements and copyright laws are all externally imposed, whereas internal quality checks and
organizational procedures are derived from within the organization
Process Resources are all the things that a process must routinely have to be able to convert the inputs
into outputs. Resources may be tangible, e.g., people, a PC, software, or intangible, e.g., skills and
experience
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1. Process Goals:
How process goals and process objectives are related:
Process goals are aims, intents, targets, or ends
Process goals are supported by measurable objectives
Process goals are linked to the strategic plan of the organization
Process objectives represent the intended actions that are needed to achieve
the process goals
Process objectives are measurable (S.M.A.R.T.W.A.Y)
Goals may involve making changes or maintaining a specific target level
How the process goals is defined depends on the strategic direction of the
organization and he level of the process being addressed

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Eng. Mohamed Ysser

How are process objectives Monitored, Measured, Reported?

Process objectives are monitored, measured, and reported for decisions as to
actions needed
Guidelines for monitoring, measuring, and reporting:
It must be known what value is desired, what to measure, how to measure it,
unit of measure, device / method to be used, frequency of measure / analysis,
and priority of the objective
How objectives are monitored is a function of who does it, how often it is to be
done, and to whom information is distributed for analysis
Objectives are monitored through minute-to-minute, day-to-day, month-tomonth, and year-to-year analysis by individuals, teams, departments, the
management group, and executive staff
Note: In more complex situations, a more extensive system for monitoring,
measuring, analyzing, and reporting results versus objectives would be necessary,
but the principles remain the same
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Eng. Mohamed Ysser

2. Process Analysis:
There are many reasons and methods for examining and documenting the steps
in a process. Several examples are:
Design a new process or a change to a process
To prepare for an audit / assessment of a process or system
As part of he building project plans for a new facility
To aid in planning a preventive action
As a diagnostic technique for locating possible problem areas
As a tool for identifying non-value added steps
As a technique for comparing before and after changes to a process
To aid in developing a quality systems documentation (often including both
text and process maps)
As a technique for helping quality improvement teams to understand a
process
As a training aid for understanding the process for which training is being
given
As a technique for strategic planners to understand the interrelationships of
existing processes
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Tools and Techniques used in understanding and analyzing

processes:
Flowcharting / Process Mapping
Procedures and Work Instructions
Control plans
Industry-specific Documentation
Analyzing process yield

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Tools and Techniques used in understanding and analyzing

processes:
Flowcharting
A flowchart is a map of the sequence of steps and decision points in a process
Flowcharting a process is a good starting point for a team, as it helps the group
gain a common understanding of what is involved in the process
Symbol

Descriptor

Symbol

Descriptor

Terminal symbol

Delay or wait symbol

Activity symbol

Connector

Decision symbol

Input or output

Flow line

Document symbol

Process Mapping
A process map is a more detailed process flowchart
A process mapping is a technique for designing, analyzing, and communicating work
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processes

Process mapping is used to:

Communicate and create understanding of a process flow
Identify NVA steps for potential elimination or modification
Serve as a procedure on how perform a task or job
Serve as a part of the instructional material used in training a new performer
Envision the flow of a new or redesigned process
Support a planning exercise for a team to map how members perceive the
process flow to be
Serve as a simulation tool for a hypothetical walk-through of a process
Process mapping may be done by:
Current process owner
Potential process owner
Quality/process improvement team
Reengineering team
Strategic planning team
Trainer
Trainee
Technical writer
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A generic sequence of mapping steps (PDCA type cycle):

1. Select the process to be mapped
2. Define the purpose of the map
3. Select the style of map to be produced
4. Define the process to be mapped:
Inputs and outputs
Users/customers to whom outputs are directed
Requirements of users/customers
Titles of person involved in the process
Title of process owner
Titles of other stakeholders (not including suppliers)
First and last step in the process
Suppliers and their inputs
Constraints (for example, standards and regulations)
5. Map out the principal flow (main flow without exceptions)
6. Add the decision points and alternative paths
7. Add the check/inspection points and alternative paths
8. Do a desktop walk-through with persons who know the process
9. Modify the map as needed (and it will be)
10. Review changes and obtain approval
11. Use map for purpose intended
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Process mapping methods:

a.
Process
map
grid
format

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Eng. Mohamed Ysser

b.
Process
map
nongrid
format

15

SIPOC (Supplier-Input-Process-Output-Customer):
Supplier

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Input

Process

Eng. Mohamed Ysser

Output

Customer

16

Tools and Techniques used in understanding and analyzing

processes:
Procedures and Work Instructions

1. Quality manual

Why?

Quality policy,
organizations
commitment, system
description

2. Procedures

What? When?
Where? Who?

Overall procedures

3. Work instructions

How?

Detailed instructions
to do work?

4. Records

Objective evidence?

Recorded data, for

example, filled in
forms

1
2
3
4

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Eng. Mohamed Ysser

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Standardized Work
Group/Team :
Prepared By:

Element Name

Mandatory
Sequence

Critical
Process

In Process
Inventory

Quality Check

Actual

SEQ #

Target

Symbol

Safety For
Operator

Date :
Job Name
Element
Time

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Total Cycle
Time

Total
Reviewed by:

11/4/2013

Date:

Approved by:

Eng. Mohamed Ysser

Takt Time

Actual Takt
Time
Date:

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Tools and Techniques used in understanding and analyzing

processes:
Control plans
Control plans typically address product/service plans: identifying, classifying,
and weighting the characteristics for quality as well as tolerances, measurements
applicable, and methods of control
Control plan does not replace the details required in specific operator instructions
Each item on the control pan is supported by procedures and/or work instructions
Note: Specific customer requirements could, in case of conflict, override the
organizations control plan, when mutual agreement has been obtained up front

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Tools and Techniques used in understanding and analyzing

processes:
Industry-specific Documentation
The automotive industry standard (ISO/TS16949) requires the following from
its suppliers:
 Advanced product quality planning and control plan (APQP) is used to
guide the process of developing and launching a new product and/or process
 Production part approval process (PPAP) is used to document the findings of
the new process
 Failure mode and effect analysis (FMEA) is used to evaluate risks related to
product and process design
 Measurement System Analysis (MSA) and statistical process control (SPC)
are used to evaluate the ability of measurement devices and processing
equipment to meet capability requirements
Other industries may require specific instructional documentation; for examples:
 ISO 17025 for testing
 ISO 13485 for medical devices
 SAE AS 9100 .. The International Aerospace Quality System Standard
 ISO 22000 ... Food safety management system
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Eng. Mohamed Ysser

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Tools and Techniques used in understanding and analyzing

processes:
Analyzing process yield
When there are a series of operations involved, there is very significant savings
possible by reducing defects at each operation
Example:
Assume a process involving five steps, scheduled to satisfy a customer order for
10 units:
 At step 2, an inspection uncovers one unit that requires rework and one unit
that must be scrapped (FTT is 8 units 80%)
 At sep 4, the reworked unit is returned to the lot
 Upon inspection at the fifth step, the reworked unit passed, but another unit
had to be scrapped
 The final yield is 80% (10-12+1-1=8)

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Eng. Mohamed Ysser

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Analyzing process yield (contd.)

There are four possible consequences:
1.
2.
3.

4.

Make two more units, incurring more cost what happens if they all do not
pass?
Anticipate and overproduced by adding two or more units to the production
order, making costly waste
If more than 10 units are made and are good, attempt to get the customer to
buy them, or store them in anticipation of a future order, an additional
inventory cost, or scrap the overrun, at a loss
Ship only eight units, dissatisfy the customer, lose money and, perhaps, the
customer

Both the yield results and the costs incurred in rejects and rework are valuable
performance measures to signal an analysis of the causes of variation, at the
stages when they are detected; for example: the cost of the scrapped unit after
step 2is less than the unit scrapped after step 4 inasmuch as more resources have
been expended through step 4
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3. Lean Tools:
Cycle time reduction
Value Stream Mapping (VSM)
Six S
Visual Management
Waste reduction
Mistake-Proofing
Setup/Changeover Time Reduction
Total Productive Maintenance (TPM)
Kaizen Blitz/Event
Kanban
Just-in-Time (JIT)
Takt time
Line Balancing
Standardized Work
Single Piece Flow
Cellular Operations
Concurrent Engineering
Outsourcing
Business
Process Reengineering (BPR)
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