Quality Project Management

Part-3
Process Management

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 Process Management

 Process:
 A particular course of action intended to achieve a result (or) a series of steps
or actions performed to achieve a specific purpose.
 Process Management:
 A group of activities of planning and monitoring the performance of a process.
 Process Map:
 A pictorial representation of the sequence of action that comprises a process.
 Process Maps are used to

 Document the processes:

 Provide a reference to discuss how things get done
 Describe and understand the work we do
 Analyse and improve on processes:
 Identify areas of complexity and rework
 To generate ideas for improvement
 Illustrate process improvements.
Preparing to Process Map

 Assemble the team

 Agree on which process you wish to process map
 Agree on the purpose of the process
 Agree on beginning and ending points
 Agree on level of detail to be displayed
 Start by preparing a narrative outline of steps
 Identify other people who should be involved in the process map creation,
or asked for input, or to review drafts as they are prepared.
Symbols used to Process Map

Sample One
 Start & End (Oval)
Start
 Activity (Rectangle)
 Decision (Diamond) Request approval to
attend conference
 Break (Circle)
Travel

Attend Conference

End

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“ Process Analysis Tools
”
Prepared By:
Mudathir Abdallah.
 Introduction
Failure mode
Flow Chart Effects Analysis
(FMEA)
you want to
understand a
work process
or some part Spaghetti
Mistake of a process? Diagram
Proofing
Also called: process flowchart, process flow
diagram.

A flowchart is a picture of the

separate steps of a process in
sequential order. It is a generic tool
that can be adapted for a wide variety Flow Chart
of purposes, and can be used to
describe various processes, such as a
manufacturing process, an
administrative or service process, or a
project plan.
To develop an To study a process for To communicate to
understanding of how a improvements others how a process is
process is done done

When to use it ?
When planning a project To document a process When better communication is needed
between people involved with in the
same process
Symbols used in Flow Chart
Also called: poka-yoke (Japanese)
(pronounced PO-ka yo-KAY).

It is the use of any automatic device

or method that either makes it
impossible for an error to occur or Mistake
makes the error immediately obvious
once it has occurred. Proofing
When a process step has been identified In a service process, where the customer can
where human error can cause mistakes or make an error which affects the output
defects to occur, especially in processes that
rely on the worker’s attention, skill, or
experience

When to use it ?
At a hand-off step in a process, when output
When the consequences of an error are
(or for service processes, the customer) is
expensive or dangerous
transferred to another worker
Also called: potential failure modes and
effects analysis; failure modes, effects and
criticality analysis (FMECA)

It begun in the 1940s by the U.S.

Failure
military. Mode
It is a step-by-step approach for Effect
identifying all possible failures in a
design, a manufacturing or assembly Analysis
process, or a product or service. (FMEA)
"Failure modes" means the ways, or
modes, in which something might fail.
Failures are any errors or defects,
especially ones that affect the customer,
and can be potential or actual. Failure
Mode
Effect
"Effects analysis" refers to studying Analysis
the consequences of those failures.
(FMEA)
Failures are prioritized according to
how serious their consequences are,
how frequently they occur, and how
easily they can be detected. The
purpose of the FMEA is to take actions Failure
to eliminate or reduce failures, Mode
starting with the highest-priority
ones. Effect
Analysis
It documents current knowledge and
actions about the risks of failures, for (FMEA)
use in continuous improvement. FMEA
is used during design to prevent
failures. Later it’s used for control,
before and during ongoing operation
of the process.
When a process, product, When an existing Before developing
or service is being designed process, product, or control plans for a new
or redesigned, after Quality service is being applied or modified process
Function Deployment. in a new way

When to use it ?
Periodically throughout the life of the
When improvement goals are When analyzing failures of an
process, product, or service
planned for an existing existing process, product, or
process, product, or service service
 It is a visual representation using a
continuous flow line tracing the path of an
item or activity through a process.

The continuous flow line enables

process teams to identify SPAGHETT
redundancies in the work flow and
opportunities to speed it up. I
Diagram
Spaghetti Diagram Example
 A Quality Workplace
 What does it take to get your employees excited about their jobs?
 MONEY?
 Money is not everything.
 Most people are happy to receive what they consider fair compensation for
their job, but they also want other things too….
 May include:
 Recognize for the job done
 Opportunities to learn and grow
 A positive work environment (Communication with peer clearly & regularly)
 A supportive team (Right Team in place)
Designing Process

 Process Analysis:
 Is required if we improve a process or if we re-engineer (replace) a process
 Process Re-engineering:
 Doing it over. Throw out the old process and develop a new process.
 Start with what customer wants
 Design the process to meet customer needs
 Process improvement:
 Taking existing processes and improving them
 Requires detailed analysis of existing processes.
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Process Analysis Diagram
2
Define Scope
1 3
Identify Document
Opportunity Process

6 Process Improvement 4
Implement Evaluate
Changes Performance
5
Redesign
Process

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 Identifying opportunities:
 Begin with the customers (Internal/External)
 Are the customers happy and getting the value?
 Workers involvement is essential
 Define the process map:
 Where is the big picture, does this process fit?
 Is it a long, medium, or short process? Is it part of value chain
 Does it have nested (sub) processes.
 Where are the process starting and ending points.

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 Document the process:
 Done by Process Analyst.
 It identifies the process customers & process suppliers
 It is a detailed, step by step description of the process.
 Tools  Process charts, flow charts, activity charts etc.
 Evaluate Process Performance:
 Evaluation should be based on the competitive priorities of the process.
 Metrics (Performance Measures) are developed that evaluate
achievement of the competitive priorities.
 This evaluation will identify any existing problems/gaps/ delays.

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 Redesigning the process:
 At this point, the process analysis has been completed.
 Now alternatives are considered for a new/improved process.
 Implementing the changes:
 Changes may be minimal/radical
 Resources need to be allocated for implementation
 People need to be convinced of the need for changes and possibly trained
on the new procedures.

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 Process Analysis- The Performance Measures
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Assume a process is in place. What do we need to measure in order to

understand how efficient it is?

Task 1 Task 2 Task 3

 What is its capacity? How many units per unit time go through each task?
The process as a whole?
 What is the bottleneck? Which production steps limits the process capacity?
 What is the throughput time? How long does it take to get through the
system?
How do we measure capacity?
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 Capacity of a task is the physical limitation in terms of “how much can be

processed at this task”.
 Cycle Time: Average time for completion of a unit at a production step or
process. Does not include waiting. Measured as time/unit.
 Throughput Rate: Average number of units processed over a time
interval. Measured as Units/Time.

1
Throughput rate =
Key Cycle Time
relationship
Capacity = throughput rate
 Computing Cycle Times
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Processing a fixed amount of work

Example: Producing 100 cars. On average, production takes 5 hours

per car. It takes 50 hours to set up the production line.

Set-up Time + (Batch size) x (Time per unit)

Cycle Time =
Batch size

Cycle Time = [50+(100) x 5 ] / 100 = 550/100=5.5

 What is a bottleneck?
Bottleneck is the process stage with the
smallest throughput rate (longest cycle time)

Which task is the bottleneck?

3 units/hr 5 units/hr 2 units/hr

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 Capacity of a process
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The capacity of the process is:

Maximum throughput rate at any of the stages

What is the capacity of this process?

3 units/hr 5 units/hr 2 units/hr

 How do we measure throughput time?
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Throughput Time: Average time that a unit takes to go through the entire process (including
waiting time).
Measured as time

Work in Process(WIP): Average number of units in system over a time interval.

Measured as units

Key WIP
relationship Throughput time =
Throughput rate
(Little’s Law)
 Example : hammer production process
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Description
1. Work begins at the machining center. Here two lines form
the heads of the hammers and place them in a buffer.
2. Handles are attached at the assembly step.
3. Finished hammers are sent to the next stage, where they are
packed and shipped.

machining WIP WIP

pack and
assembly
machining ship
 Let’s analyze the hammer process…
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machining WIP WIP

pack and
assembly
machining ship

Process Data:
 machining: Set up 80 min. 4 min per unit processing. Batch size 200.
Identical lines.
 assembly: Manual by two workers (no set up). Each hammer requires 40
min processing. 34 workers available.
 pack and ship: 30 min set up, 2 min per unit processing. Lot sizes of 100.
Step 1: Machining
machining WIP WIP
pack and
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assembly
machining ship

 Look at one line. 200 units require:

80 + 200  4 /200 = 880 minutes/200 units
 The throughput rate is:
200 / 880 = 0.227 units/minute
= 13.63 units/hour
 But we have two identical lines, so for the machining step capacity is
2  13.63 = 27.26 units/hour.
Step 2: Assembly
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machining WIP WIP
pack and
assembly
machining ship

1 unit requires 40 min processing time, so the throughput rate

is: 1 unit / 40 min = 0.025 units/min = 1.5 units/hr
 34workers available, but 2 workers are required for each unit,
so assembly capacity is:
17  1.5 = 25.5 units/hr
Step 3: Pack and ship
38 machining WIP WIP
pack and
assembly
machining ship

 Similar to machining:
30 + 100  2 / 100 = 230 min/100 units

 Pack & ship capacity is:

100 / 230 = 0.43 units/min
= 26.09 units /hr
Hammer process: what is the capacity?

Process Step Capacity (units/hr)

Machining 27.26

Assembly 25.50

Pack & Ship 26.09

Assembly is the
bottleneck!
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QUERIES ??

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