businessprocessmanagement(英文版)(編輯修改稿)
2025-03-01 20:12 本頁(yè)面
【文章內(nèi)容簡(jiǎn)介】 iew your core process map? Identify areas where process efficiency can be improved.? Establish measurements of process efficiency? Establish goals for process efficiency? Quantify the gaps between desired and current performanceUse Gap Analysis Table15Gap Analysis Summary Next StepsAnalyze Performance of Process Vs. Customer Expectations Company GoalsGAPCURRENTGOALMEASUREInclude SubProcessesDefine Critical Outputs linked to Customer CTQCore ProcessIdentify Gaps and Use for Project IDGap ClusterClusterClusterProjectProjectProjectProjectProject16Process Dashboards17Translating CTC Requirements into Process DashboardsCritical to QualityCTCsThese Requirements are then quantified into CTQs.Process MeasuresPerformance DashboardsCustomer(s)RequirementsThe CTQs are monitored and controlled to ensure consistent performance.Overall performance is aggregated into Dashboards that can be summed into a panylevel dashboard.Key Issues Must Be Translated Into Customer RequirementsBasic Concept of Process DashboardsProcessProcessMeasuresCorporateDashboardsStep 1Step 3Step 2Done by the AssociateSpeedAccuracyCostProductivityVolumeService19Dashboard Examples – Logistics CompanyParts Order InputFreight VerificationCarrier On Time Performance On Time PerformanceCube Utilization of Errors of Unit Errors Benchmark% On Time % On Time20Accurate Parts Order Input? Develop supplier’s operations manual? Analyze supplier non conformance? Orient suppliers to JIT process? Monitor supplier performanceImprovement Team? Reduced plant inventory by $95MM– From 6 days to 24 hours? Annual savings of $? Converted inventory storage space to production capacity? Improved process to SigmaResultsParts Order Input of Errors21Accurate Freight Verification? Complete redesign of freight verification process– Verify at supplier pick up vs. plant receiving– Institute control documentation– Complete manager and driver training– Install vehicle munications and integrate with parts ordering system? Eliminate receiving dock workforce 20 people? $ annual savings? Improved process to Sigma ResultsImprovement Team ActionsFreight Verification of Unit Errors22Maximize Trailer Cube Utilization? Develop shipment data for each part (weight, dimensions, packaging)? Utilized proprietary Company systems to improve performance– RDS Route Development System– Trans Load Load Modeling– DEPOT Location Optimization? Reduced plant transportation costs by 24%? Annual savings $4MM savingsResultsImprovement Team ActionsCube Utilization% Utilized Benchmark23Measures of Inputs, Process OutputsUnit Being ProcessedProcess Indicator Measurement Display I P OCredit DecisionCreditdecisionCycle TimeCreditdecision Cycle Time Run Chart ?Frequency of Creditdecision Cycle Times Histogram ?Contract Amortization ErrorsNumber of Errors Run Chart ?Frequency of Errors to Derive Sigma Histogram ?Telephone CallIning Volume Number of Telephone Calls Received Run Chart ?Answer Rate Number of Telephone Calls Answered Per Hour Run Chart ?Answer Rate Number of Customer Complaints Ru
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