Republic of the Philippines

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES

TAGUIG BRANCH

MODULE 8

 Process Approach
 Model of Process
 Definition
 ETX Model
 Subburaj’s 6S Model for Process Improvement

Prepared by:

BSA 2-1 Group 8

Bautista, Alex Liam E.

Dahan, Devije Q.

Eustaquio, Jhona D.

Silvano, Carl Ryan A.

Faculty/Facilitator:

Dr. Danilo Valenzuela

 Lesson 8: Process Approach

What is TQM?
Total Quality Management (TQM) is an approach that focuses an organization's efforts
towards continually improving its ability to deliver high quality products and services to its
customers.

TQM enjoyed widespread attention during the late 1980s and early 1990s, but since
then it has been somewhat overshadowed by the ISO 9000 family. Both ISO 9001 and TQM
require all members of an organization to participate in improving processes, products, services
and the culture in which they work.

What is ISO 9001?

ISO 9001 is the international standard for a quality management system (“QMS”). In
order to be certified to the ISO 9001 standard, a company must follow the requirements set forth
in the ISO 9001 Standard. The standard is used by organizations to demonstrate their ability to
consistently provide products and services that meet customer and regulatory requirements and
to demonstrate continuous improvement.

ISO 9001:2015 applies to any organization, regardless of size or industry. More than one
million organizations from more than 160 countries have applied the ISO 9001 standard
requirements to their quality management systems.

Organizations of all types and sizes find that using the ISO 9001 standard helps them:

 Organize processes
 Improve the efficiency of processes
 Continually improve
Adopting a process approach to achieving both ISO 9001 and TQM delivers best results.
The process approach is both one of the quality management principles and a way of achieving
continual improvement.

PROCESS APPROACH
All organizations use processes to achieve their objectives. A process is a set of
interrelated or interacting activities that use inputs to deliver an intended result.

NOTE: Inputs and outputs may be tangible (e.g. materials, components or equipment) or
intangible (e.g. data, information or knowledge).

Process approach can be applied to any organization and any management system
regardless of type size or complexity, given that, all organizations use processes to achieve
their objectives.

The role of process approach plays an important part of any quality management
strategy. An important goal of any organization is to develop and implement strategies that
enhance the ability to consistently deliver a quality product or service. As such, a process
approach where all resources and tasks are identified, analyzed and allocated to each step of
the production process will more effectively deliver the desired results.

Organization’s processes as an integrated and complete system:

 The management system integrates processes and measures to meet objectives
 Processes define interrelated activities and checks, to deliver intended outputs
 Detailed planning and controls can be defined and documented as needed
Steps to Implement into your Quality Management Strategy:
1) Define your quality management system processes
 Lesson 8: Process Approach

ISO 9001 does not provide a list of core quality management system processes since
organization must be the one to determine these for themselves. They must have a thinking
of: “what should we include?”

Some example processes:

 internal training, leadership and performance evaluation,

 manufacturing, design, distribution, development, service, delivery and assembly
management,
 new customer management,
 equipment management,
 supplier approval and re-evaluation,
 risk identification and management,
 complaint handling,
 information management
2) Assign responsibilities and authorities for processes

The organization needs to work out who is responsible for that process. Rather than
focusing on functions, focus on the process across the department. Pay particular attention
to the interdependencies and the interactions.

Some helpful examples are:

 Involve employees in building the process-based quality management system.

 Train individuals so they understand their roles and accountabilities
 Restructure the audit program around processes
 Train auditors to follow processes across departments
 Provide documented information to support the operation of processes
 Give procedures and work instructions another name.
3) Identify risks and opportunities

Risk-based thinking is an extension of preventive action. It requires organizations to

determine risks and opportunities to processes, products and services, as well as the
quality management system. And the organization must take proportionate steps to address
these actions. This means monitoring and measuring the performance of processes.

Steps in Achieving Effective and Efficient processes:

1. Identify your key processes.
2. Define standards for those processes.
3. Decide how the process will be measured and evaluated.
4. Document your approach to achieving the desired quality
5. Continuously improve.
The effectiveness of the entire system is determined by the effectiveness of each process
and the interactivity of these processes within the system. By establishing quality objectives and
auditing how effectively the processes fulfill those objectives, an organization can determine
whether the processes add value or need to be improved. Using the Process Approach while
designing and developing a quality management system enables this to happen.

Series of processes
 Processes – the conversion of inputs into output
 Results – Products and services resulting from processes
 Quality – fulfilling requirements/objectives
 Environment – preventing pollution and waste to improve the new bottom-line
 Safety – removing unacceptable risks for the people supporting the processes
 Lesson 8: Process Approach

Model for Process Definition

The process model is quite simple. It contains three clearly distinguishable elements, as
given:
1. Input/s to the process
2. Output/s of the process
3. The process or task
Input of the Process
 The various inputs required for any process are:
a) Bill of materials
b) Specification for each material
c) Requirements for inspection for the incoming materials
d) Procedure for receipt of materials
Output of the Process
 The output if the process consists of the following:
a) The product or service to be delivered
b) Documents to be delivered
c) The specifications for all the above
d) Method of measurements for verifying conformance to the specifications
e) Criteria for acceptance/rejection
Value Addition in the Process
The process may need machinery, infrastructure or techniques for achieving the desired
value addition as per the goals and objectives of the process. Again the documented
specifications for machinery, infrastructure and the methodology should be available.

ETX Model
ETX stands for Entry, Task, and Exit. The value adding process is called Task. The new
items in the diagram are Entry and Exit.

Entry - Conditions to be satisfied before the task undertaken

Exit – Conditions to be fulfilled before the task is considered as completed

Training for Process Orientation

The most important requirement for transforming the employees from product orientation
to process orientation is training and coaching. Even the lowest paid employee in the
organization should be encouraged to look at his activities as a process, own it and align his
process with the overall process of the organization.

Measure Process

Before giving a go ahead for normal production, the process parameters should be
studied, statistical analysis made and only then the process should be authorized fir normal
deployment. This should be repeated at regular interval. This will improve the confidence of the
process owners as well as that of their customers and suppliers.

Improve Process Continuously

 Lesson 8: Process Approach

In line with the TQM philosophy, the processes should be improved continuously. Efforts
should be put in for continuous process improvement. This will help manufacturing or service
organization to achieve much higher yields.

Process Improvement
Process Improvement is the proactive task of identifying, analyzing and improving upon
existing business processes within an organization for optimization and to meet new quotas or
standards of quality. It often involves a systematic approach which follows a specific methodology
but there are different approaches to be considered.

Process Improvement is an ongoing practice and should always be followed up with the
analysis of tangible areas of improvement. When implemented successfully, the results can be
measured in the enhancement of product quality, customer satisfaction, customer loyalty,
increased productivity, development of the skills of employees, efficiency and increased profit
resulting in higher and faster return on investment (ROI).

How to Implement Business Process Improvement?

With all these advantages, it is unwise to ignore BPI. To effectively make it, follow these steps:

1. Identify the process: Do I need to improve all my processes? Remember to prioritize them.
2. Map the process: Understand the process, the steps, the participants and the goals.
3. Model the process Gather your knowledge and model the process as it should work.
These are Common problems:
 Duplication of effort
 Steps that should be performed by other departments
 Handoff
 Unnecessary steps
 Cycle time delays
These are opportunities:

 Automation of manual activities

 Work elimination
 Transfer of responsibilities and staff from one department to another
 Job redesign
 Measurement plan for tracking process performance
 Documentation of work procedures
 Training to cover the new procedures
 Re-arrangement of the workforce
4. Execute the process: Execute the process using all improvements.
5. Optimize the process: See what worked and what didn’t work, find out new improvement
points and start again.
6. Automate the process: Create systemic interfaces and promote a faster and assertive flow
of information.
 Lesson 8: Process Approach

Subburaj’s 6s Model for Process Improvement

1. STUDY
The current performance level of the process triggers improvement. It could be the defects
found (both internal and external), cycle time achieved, customer feedback/complaint, employee
feedback, customer waiting time, hassles of the employees or customers, etc. Therefore, it is
important to study the process and document the details as necessary.

2. STREAMLINE
The process should offer the least resistance to motion in the organization. Based on the
STUDY the processes should be streamlined. Processes adding cost but not value should be
eliminated.

3. SIMPLIFY
Each process needs to be simplified. Simplifying processes improves quality • One has to
formulate a simplified procedure for carrying out the task without increasing the cost and
compromising on quality.

4. STANDARDIZE
The simplified process should be documented in any form suitable to employees. Permits
performing the process in the same way by every employee at all times.

5. SYNERGIZE
No process is a stand-alone activity in any organization. A process may interact with at least
two other processes – customers and supplier processes. Impact of simplifying should be
analyzed and the customer and supplier processes should be adjusted if needed and
documented.

6. STRENGTHEN

During this phase, a number of activities are carried out:

 Educating and convincing the process owners, customers and suppliers

 Periodic counseling and assuring that the new process will perform better than the old
process
 Monitoring the result s and confirming that the process transition has occurred