Feedback systems and

problems correction
ingredients
Hammad Khattak 7686
Ibrahim Khan 7650
 Feed back system

 A management system that regularly examines the process it is in charge of in

order to make changes that will improve its output efficiency. Many business
operations that include modern manufacturing facilities have implemented
feedback control systems to monitor and fine tune the production process.
 In business, this refers to the process of using customer or
employee feedback (the outputs of a service or product), to create a
better product or workplace.

 feedback is the information sent to an entity (individual or a group)

about its prior behavior so that the entity may adjust its current and
future behavior to achieve the desired result.
feedback example

 Feedback occurs when an environment reacts to an action or

behavior. Forexample, 'customer feedback' is the buyers' reaction to a
firm's products and policies, and 'operational feedback' is the internally
generated information on a firm's performance.
What is feedback and its types

 . Feedback is a mechanism, process or signal that is looped back to

control a system within itself. Feedback refers to messages or

information that is sent back to the source from where the message

came
Feedback systems steps

 Feedback System:
 Define required performance
 Measure actual performance by getting feedback
 Compare actual standard against desired standard
 Identify deviation
 Analyze cause of deviation
 Program corrective action
 Implement corrections in a timely manner
Business problems
correction
ingredients
 Awareness
 Desires
 Training –In problem solving
 Failure analysis
 Follow up systems
Role of process Awareness in business process
improvement

 a complex, knowledge‐intensive, collaborative process that consists of

a set of coordinated, contextualized knowledge management
processes. The design of the “to‐be” process in this study is a
knowledge co‐creation process that uses collaborative exploration of
different scenarios and contexts. Compared with the traditional BP
improvement methodologies where the main emphasis is on the design
of a new process model, the focus of the methodology employed in this
case study is on the process of knowledge co‐creation and transfer.
 Desires in business process
 Businesses aim to deliver what their customers need (or desire). From
the definition of process, this means even the process is meant to
deliver the customers’ desired outcome – not the business owner’s.
Therefore, it makes sense to define processes from the point of view of
the custome
 .
 Who desires the outcome?” Most organizations and consequently
processes defined by them interpret all things desired by customers as
customer needs. it makes sense to define processes from the point of
view of the customer.
 How can the desire be interpreted as customer needs?” A need is
something that the customer must have (something one cannot do
without); while want is something the customer likes to have.
 “How does desire impact the process?” A process that produces a
desired outcome offers more for the customer than the one that
produces just a need. If a customer’s desires are understood clearly,
these get built into the process definition and therefore results in a
customer focused process.
Training –In problem solving
 Without proper business process management, your organization
becomes fragmented, your operations become inconsistent and
inefficient and your training programs are rarely accurate or as
impacting as it could be.

 Business process is the basis of training design and content. That is

why it is critical to have well-defined process, a formalized process
management methodology and a continuous link to training for updates
and new content development.

 One of the first things we’ll rule out when evaluating training
performance is business process. More times than not, we find that
process is at least part of why training results are not as expected.
Failure Analysis
 Failure analysis involves investigating how something failed, why it
failed, and how to prevent it from happening again. It is a systematic
and logical examination of a machine or equipment. Investigators also
examine all relevant documentation.
 FMEA
 One of the first highly structured systematic techniques for failure
analysis was FMEA. FMEA stands for Failure Mode
and Effects Analysis.
 Failure mode refers to the manner in which failure occurs, i.e., how
something failed or could potentially fail.
 Failure analysis – product development:In product development, for
example, failure analysis helps prevent malfunctions and ensures
product life. It also prevents safety hazards.
 Failure analysis – a discipline:It is a vital tool used in the
development of new products and for the improvement of existing
products.”
Follow up systems

 A well strategized, long-term follow-up program will:increase sales and

reduce advertising expense
 help keep sales staff happy and motivated
 improve customer and prospect satisfaction
 shorten your sales cycle and accelerate cash flow
 because it helps automate much of the follow-up processes through
their "automated processes" section.
 anything that you now sometimes hand or mail to someone to help
them better understand your products or services, or to help establish
more credibility for yourself or your organization.