MODULE PROCESS FOCUS

6: Prof: Liberty B. Gutierrez

CBM 121
 PROCESS FOCUS:

Process focus requires thinking about why we do something, and for whom, and
what output the “customer” expects. It requires thinking about the inputs that
produce that output and the people that supply those inputs. It requires thinking
about the connections between activities and the overall flow of the process.
And probably most importantly these things are measured, for quantity, quality
and timeliness.
A process focus means appreciating the preparation process itself. Perhaps
through taking more care with how you make the food and what you put in, such
as changing ingredients or making different side dishes. Or by aiming to prepare
the food a little bit better each time.

Process Focus—A production facility organized around processes to facilitate

low-volume high-variety production.

Local Flavor. Global Future

 Key Process Focused Practices for Quality Management:
Some of the best practices for implementing quality management
in an organization are listed below.

• Document quality measures and metrics

• Involve stakeholders to identify and define quality standards
• Get feedback on quality metrics and proposed measures from
within the organization, customers, and other stakeholders
• Implement a proactive approach for addressing quality issues
instead of a reactive approach
• Conduct continuous quality management process throughout
the lifecycle
• Track quality metrics and measures to understand the trend,
improve or modify quality standards, and remain compliant
• Periodically review quality standards and metrics
• Analyze quality impact across the industry, including product,
finance, customer service, and suppliers management
• Constantly look to improve quality
Types of Operation Processes:
1. Make to Order
Make to Order (MTO) is a production technique in which
producers start manufacturing a product only after the
customer places an order for it. In such a case,
commodities are produced in a customized manner
according to the specifications of the customer. The MTO
production technique is most suitable for specialized
sectors of the industry, such as aircraft manufacturing,
construction, etc.

MTO is also referred to as a “Pull Supply Chain” strategy. A

pull supply chain strategy is one where the entire process
of production, assembly, and distribution of any
commodity is driven by actual consumer demand. The
process of manufacturing goods starts only once an order
is received from the customer, and the number of units
produced also depends on the instructions of the
customer.
 Types of Operation Processes:
2. Mass Production
Mass production is the manufacturing of large quantities of
standardized products, often using assembly lines or automation
technology. Mass production facilitates the efficient production
of a large number of similar products.

Mass production is also referred to as flow production, repetitive

flow production, series production, or serial production.

In mass production, mechanization is used to achieve high

volume, detailed organization of material flow, careful control of
quality standards, and division of labor. An early example of the
demand for standardized products in large quantities came from
military organizations and their need for uniforms and other
supplies. Precision machining equipment has led to large-scale
demand for mass-produced products created cheaply with small
workforces.
Types of Operation Processes:
3. Mass Customization
Mass customization is the process of delivering market goods
and services that are modified to satisfy a specific customer's
needs. Mass customization is a marketing and manufacturing
technique that combines the flexibility and personalization of
custom-made products with the low unit costs associated with
mass production. Other names for mass customization include
made-to-order or built-to-order.

Mass customization is a process that allows a customer to

personalize certain features of a product while still keeping
costs at or near mass production prices.

Innovative manufacturing techniques help companies produce

interchangeable parts that can be combined in a variety of
ways to build a cost-effective product that satisfies a specific
customer's needs.
 Process Management:
All business organizations involve processes. It can be as simple as buying ingredients, baking bread, selling bread,
and receiving payment for a bakery. It can also be more complex, like a multistep purchasing process for vendor
management. In either case, without an efficient system, unorganized processes can lead to problems that can
adversely affect a business. Thus, it is important to implement process management regardless of the size of the
company.

Process management is a systematic approach to ensure that effective and efficient business processes are in place. It
is a methodology used to align business processes with strategic goals.

When managing any organization, it is imperative to understand why process management is important. More than
creating seamless workflows, it enables all aspects of business operations to run at an optimal pace.

With business processes systematically implemented, you reduce time wasted on repetitive tasks and minimize errors
due to human inefficiency. It also prevents the loss of data and missed steps within a process. Moreover, it ensures
that resources are used properly so your business becomes more cost-efficient.

Aside from improving business operations, process management also aligns your processes with the needs of your
customers. This increases customer satisfaction and leads to higher revenues.
 How to use process management:
1.) Consider the Organization’s Goal
Setting actionable organizational goals is an important part of achieving
measurable success in any industry. Establishing feasible objectives creates a
clear path forward when designating workflow processes and allows leaders
to accurately assess organizational progress in the long term. Even more,
when internal stakeholders like employees, managers and other team
members clearly understand the desired outcomes of their work, it can help
drive the overall mission of an organization forward with ease. In this article,
we explain what organizational goals are, why they're important and outline
the two types of organizational goals with examples to help you establish
your own.
2.) Established reliable processes
Every factory operates on a foundation of good processes. From the basic
procedures that govern manufacturing lines, to the efforts used to maintain
quality standards, process is everything. But just because you have a process
doesn’t mean it’s a good one. If there’s a recurrent problem in your factory,
the first thing you’re going to investigate is why it keeps happening. This is an
investigation into process. The way you’re doing something isn’t
accomplishing what it’s meant to. The process isn’t reliable. Making it
reliable means fixing it to a measurable degree. You need to set benchmarks
for reliability.
 How to use process management:
3.) Consider available resources
Resource availability plays a fundamental role in resource
management. Knowing which resources are available at any
given time is an important factor in deciding how to
distribute and allocate the right assets for any given project.
How can you plan to build a bridge, for example, if you
don’t know how many construction workers are available?
But resource management is about more than just people.

When we talk about resources, we are referring to:

Examples:
People – team management
Funding – budget management
Material assets – everything else that goes into delivering a
successful project from planning to completion, i.e. tools,
machinery, equipment and space
 Three Major Activities:

1.) Design

2.) Control

3.) Improvement
 Fundamentals of Process Approach:
1.) Customer- orientation

2.) Quality First

3.) Survival through continued profit

4.) Actions guided by priorities

5.) Action guided by facts and figures

6.) Control Procedures

7.) Control the dispersion

8.) Customer is always right

9.) Blocking and Correction of faults

10.) Treat employees like human beings

11.) The commitment of top management

 Identifying Processes and Requirements:
Value – Creation Processes:

Are those most important to “running the business” and maintaining or achieving a sustainable competitive
advantage, frequently align closely to an organization’s core competencies and strategic objectives. They drive
the creation of products and services, are critical to customer satisfaction, and have a major impact on the
strategic goals of an organization.

Support Processes:

Support processes might include processes for finance and accounting, facilities management, legal services,
human resource services, public relations, and other administrative services.

Process Requirements:

Documented expectations, targets, and specifications for business processes. They may be collected from
multiple groups of stakeholders such as business units, customers, internal customers, users, and subject matter
experts.
 Process Design:
Process Design is a method used to create a new workflow
from scratch. New organizations engage in business process
design when they start thinking about the ways that they will
produce and deliver their products and services. Organizations
also engage in business process design when they implement
entirely new processes or redesign existing ones.

Organizations may do this implicitly or take a more formal and

organized approach. An implicit approach to business process
design can be as simple as visualizing a goal and taking steps to
achieve that goal. This approach, however, is not as efficient as
a deliberate and well-thought approach to business process
design.

Effective business processes must be scalable and capable of

being replicated. If an organization lacks structured processes,
workers will resort to routine actions based on their experience
in a given industry. This will lead to inconsistency and
inefficiencies, or worse.
Design Quality and Social Responsibility:
Service Process Design:
Service Strategies can help you design your service
processes from scratch or reengineer existing
processes to take your organization to the next level of
performance. We leverage our expertise and
experience to align your new processes with industry
standards and best practices, thereby ensuring your
success.

Service design is a process where designers create

sustainable solutions and optimal experiences for both
customers in unique contexts and any service
providers involved. Designers break services into
sections and adapt fine-tuned solutions to suit all
users needs in context based on actors, location and
other factors.
 Three basic components:

• Physical facilities, processes and procedures

• Employee behavior

• Employee professional judgment

Any Questions