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  • Desko Case

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    Arjun Vk
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    The document discusses reengineering efforts at DESKO through business process reengineering (BPR) diagnostic principles and a process causal analysis example. The BPR principles identify non-value activities, sequential and independent activities, batch activities, lack of information/feedback, and manual information transfers. The causal analysis uses a "Why-Why" approach to determine the root causes of large rework volumes in PCB manufacturing are poor operator training and reliance on 100% inspection rather than built-in process controls. The improvement principles advocate capturing information at the source, organizing around outcomes not tasks, putting decision points where work is done, conducting parallel activities, linking parallel not integrated results, adding immediate feedback, and eliminating batches.

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    The document discusses reengineering efforts at DESKO through business process reengineering (BPR) diagnostic principles and a process causal analysis example. The BPR principles identify non-value activities, sequential and independent activities, batch activities, lack of information/feedback, and manual information transfers. The causal analysis uses a "Why-Why" approach to determine the root causes of large rework volumes in PCB manufacturing are poor operator training and reliance on 100% inspection rather than built-in process controls. The improvement principles advocate capturing information at the source, organizing around outcomes not tasks, putting decision points where work is done, conducting parallel activities, linking parallel not integrated results, adding immediate feedback, and eliminating batches.

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    22 views5 pages

    Desko Case

    Uploaded by

    Arjun Vk
    The document discusses reengineering efforts at DESKO through business process reengineering (BPR) diagnostic principles and a process causal analysis example. The BPR principles identify non-value activities, sequential and independent activities, batch activities, lack of information/feedback, and manual information transfers. The causal analysis uses a "Why-Why" approach to determine the root causes of large rework volumes in PCB manufacturing are poor operator training and reliance on 100% inspection rather than built-in process controls. The improvement principles advocate capturing information at the source, organizing around outcomes not tasks, putting decision points where work is done, conducting parallel activities, linking parallel not integrated results, adding immediate feedback, and eliminating batches.

    Copyright:

    © All Rights Reserved
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    Reengineering at DESKO

    BPR Diagnostic Principles


     Identify non-value activities

     Identify sequential and independent activities

     Identify activities conducted in batch mode

     Identify lack of information and/or feedback

     Identify manual transfer of information/documents


    Process Causal Analysis
    Example: Why – Why Analysis
    Problem Why? Why? Why? Why? Why?

    Poor control of Don’t know


    manuf. process how to control

    Didn’t understand
    implications of
    Large volume Didn’t achieve spec.
    of rework in Boards difficult The designs have spec. first time
    PCB to make been through
    Manufacture They are several iterations
    designed like that

    Operators take no
    Operators responsibility for
    make lots of their work
    mistakes They rely on
    Operators 100% inspection
    poorly trained?
    Improvement Principles
     Capture information once and at the source

     Organize around outcomes and not tasks

     Put the decision point where the work is performed and build control into the process

     Conduct sequential activities in parallel when feasible

     Link parallel activities instead of integrating their results

     Build (immediate) feedback mechanisms within the process

     Eliminate batch activities

     Make information visible throughout the process

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