Scribd Logo
Upload

Welcome to Scribd!

  • 1K views

    Module 8 Process Approach

    Uploaded by

    Jhazz Do
    This document discusses process approaches and models for quality management. It contains: 1) A definition of process as a set of interrelated activities that use inputs to produce outputs. Process approaches are important for quality management strategies. 2) Models for defining processes, including the ETX model of entry, task, and exit points and identifying inputs, outputs, and the value-adding task. 3) Steps for implementing process approaches, such as defining key processes, assigning responsibilities, and identifying risks and opportunities for improvement. The goal is to establish a system of interconnected processes to efficiently achieve objectives.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Module 8 Process Approach

    Uploaded by

    Jhazz Do
    1K views6 pages
    This document discusses process approaches and models for quality management. It contains: 1) A definition of process as a set of interrelated activities that use inputs to produce outputs. Process approaches are important for quality management strategies. 2) Models for defining processes, including the ETX model of entry, task, and exit points and identifying inputs, outputs, and the value-adding task. 3) Steps for implementing process approaches, such as defining key processes, assigning responsibilities, and identifying risks and opportunities for improvement. The goal is to establish a system of interconnected processes to efficiently achieve objectives.

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses process approaches and models for quality management. It contains: 1) A definition of process as a set of interrelated activities that use inputs to produce outputs. Process approaches are important for quality management strategies. 2) Models for defining processes, including the ETX model of entry, task, and exit points and identifying inputs, outputs, and the value-adding task. 3) Steps for implementing process approaches, such as defining key processes, assigning responsibilities, and identifying risks and opportunities for improvement. The goal is to establish a system of interconnected processes to efficiently achieve objectives.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    1K views6 pages

    Module 8 Process Approach

    Uploaded by

    Jhazz Do
    This document discusses process approaches and models for quality management. It contains: 1) A definition of process as a set of interrelated activities that use inputs to produce outputs. Process approaches are important for quality management strategies. 2) Models for defining processes, including the ETX model of entry, task, and exit points and identifying inputs, outputs, and the value-adding task. 3) Steps for implementing process approaches, such as defining key processes, assigning responsibilities, and identifying risks and opportunities for improvement. The goal is to establish a system of interconnected processes to efficiently achieve objectives.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 6

    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

    You might also like