HARRINGTON'S CHANGE PROCESS CHART

Present Condition (P1):

Represents the current state of affairs, where average
performance is lower than desired, and there is significant
variation.
Preferred Condition (P2):
Describes the desired state to be achieved through the change
process, typically involving improved output, reduced costs, and
less variation.
Pain (P3):
Represents the threshold below which performance causes
discomfort or negative consequences, leading to actions such as
reprimands, transfers, or loss of customers and prestige.
Pleasure (P4):
Indicates the point where superior performance is recognized
and rewarded. As the change process progresses, higher
standards are set for outstanding performance, and what was
once considered exceptional may become the new norm.
Average Performance without changes in p3 n p4 (A1):
Demonstrates the typical improvement in average performance
seen during the initial phase of an educational cycle. However,
without continued support and reinforcement from management,
performance may regress to previous levels.
Average Performance with Changes in Pain and Pleasure
Levels (A2):
Illustrates the significant positive impact on average
performance when management supports employees in applying
new knowledge immediately and sets new performance
standards to reinforce change.
DEV PROCESSES NAMES
Records management
Acoustics control design
Advanced communication development
Cable component design
Reliability management
Cost target
Design test
Design and material review
Document review
High-level design specification
Industrial design
Interdivisional liaison
Logic design and verification
Component qualification
Power system design
Product management
Product publication
Release
System-level product design
System reliability and serviceability (RAS)
System requirements
Tool design
User-system interface design
Competitive analysis
Design systems support
BPI
BPI, or Business Process Improvement, is a systematic approach
designed to help organizations make significant improvements
in how their business processes operate.
MAIN 3 OBJECTIVES OF BPI
 Making processes effective-producing the desired results.
• Making processes efficient-minimizing the resources used.
• Making processes adaptable-being able to adapt to changing
customer and business needs.
Characteristics of processes:
• They have someone who is held accountable for how well the
process performs
• They have well-defined boundaries (the process scope).
• They have well-defined internal interfaces and responsibilities.
• They have documented procedures, work tasks, and training
requirements.
• They have measurement and feedback controls close to the
point at
which the activity is being performed.
• They have customer-related measurements and targets.
• They have known cycle times.
• They have formalized change procedures.
• They know how good they can be.

WHY FOCUS ON THE BUSINESS PROCESs

• Enabling the organization to focus on the customer
• Allowing the organization to predict and control change
• Enhancing the organization's ability to compete by improving
the
use of available resources
• Providing a means to effect major changes to very complex
activities
in a rapid manner
• Helping the organization effectively manage its
interrelationships
• Providing a systematic view of organization activities
• Keeping the focus on the process
• Preventing errors from occurring
• Helping the organization understand how inputs become
outputs
• Providing the organization with a measure of its poor-quality
costs
(waste)
• Providing a view of how errors occur and a method for
correcting
them
• Developing a complete measurement system for the business
areas
• Providing an understanding of how good the organization can
be,
and defining how to get it there
• Providing a method to prepare the organization to meet its
future
Challenges

FALSE BELIEFS IN BP:

Ineffective Business Processes Are Not Costly:
Ineffective processes cost businesses billions of dollars annually.
Eliminating errors and bureaucracy can significantly reduce
overhead costs, improve organizational efficiency, and enhance
customer perceptions.
Little to Be Gained by Improving Processes:
Business process improvement can have a significant positive
impact on organizational culture. Removing roadblocks
improves morale, fosters teamwork, and enhances
responsiveness to customers.
Organization Can Work Around Processes:
While it's possible to work around inefficient processes, it's not a
sustainable or effective approach. Employees waste time finding
workarounds, leading to decreased productivity and morale.
Business Processes Cannot Be Controlled:
Business processes can and must be controlled to ensure high-
quality results and organizational success. Controlling processes
is essential for meeting schedules, retaining customers, and
seizing business opportunities.
Business Processes Are Less Important Than Production
Processes:
Customers are more likely to turn away due to poor business
processes than poor products. Effective business processes are
essential for building positive customer relationships and
attracting and retaining customers.
Phase I: Organizing for Improvement
Objective: Build leadership, understanding, and commitment.
Activities:
 Establish Executive Improvement Team (EIT).
 Appoint a BPI champion.
 Provide executive training.
 Develop an improvement model.
 Communicate goals to employees.
 Review business strategy and customer requirements.
 Select critical processes.
 Appoint process owners.
 Select Process Improvement Team (PIT) members.

Phase II: Understanding the Process

Objective: Understand all dimensions of the current business
process.
Activities:
 Define process scope and mission.
 Define process boundaries.
 Provide team training.
  Develop process overview.
 Define customer and business measurements and
expectations.
 Flow diagram the process.
 Collect cost, time, and value data.
 Perform process walkthroughs.
 Resolve differences.
 Update process documentation.

Phase III: Streamlining

Objective: Improve efficiency, effectiveness, and adaptability
of the process.
Activities:
 Provide team training.
 Identify improvement opportunities (errors, rework, high
cost, etc.).
 Eliminate bureaucracy.
 Eliminate no-value-added activities.
 Simplify the process.
 Reduce process time.
 Error-proof the process.
 Upgrade equipment.
 Standardize.
 Automate.
 Document the process.
 Select employees.
  Train employees.

Phase IV: Measurements and Controls

Objective: Implement a system to control the process for
ongoing improvement.
Activities:
 Develop in-process measurements and targets.
 Establish a feedback system.
 Audit the process periodically.
 Establish a poor-quality cost system.

Phase V: Continuous Improvement

Objective: Implement a continuous improvement process.
Activities:
 Qualify the process.
 Perform periodic qualification reviews.
 Define and eliminate process problems.
 Evaluate the change impact on the business and customers.
 Benchmark the process.
These phases and activities provide a structured approach to
business process improvement, ensuring systematic progress
towards organizational goals and continuous enhancement of
processes