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Chapter 7 Process Approach

The document discusses process orientation in quality management. It states that traditionally, organizations focused only on final product quality, but process orientation is better. Process orientation helps find defects early by monitoring inputs and the process. The document presents models for defining processes by identifying inputs, outputs, and the process. It stresses the importance of training employees in process orientation and continuously measuring, improving, and standardizing processes.

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loyd smith
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191 views12 pages

Chapter 7 Process Approach

The document discusses process orientation in quality management. It states that traditionally, organizations focused only on final product quality, but process orientation is better. Process orientation helps find defects early by monitoring inputs and the process. The document presents models for defining processes by identifying inputs, outputs, and the process. It stresses the importance of training employees in process orientation and continuously measuring, improving, and standardizing processes.

Uploaded by

loyd smith
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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CHAPTER 7

PROCESS APPROACH
PRODUCT AND SERVICE QUALITY DEPEND ON PROCESS
 Traditionally, manufacturing and service organizations were measuring, confirming and analyzing
quality with reference to the final product alone.

 They check only the quality of the final products. In such cases, if there was no time for final
inspection, the defective products slipped into the market.

 If a product did not pass the final test, the organization tried to repair the item or scrap it.

 The matter ended there and no further analysis was carried out thereafter.
 The product orientation does not take into account the quality of the processes.

 This approach is not effective in quality assurance of the products. Hence, it was realized that
product orientation is necessary but not sufficient.

 Process orientation is the right strategy to be adopted for practicing quality as well as
management of organizations so that the producer can be certain about the quality of the
products or services even before the final inspection.
PROCESS ORIENTATION HELPS IN FINDING DEFECTS EARLY
 Quality should be built in the product or service right in the early stages.

 If a defect cannot be corrected early in the process , it cannot be removed at the final stages.

 Therefore, the defects are found only at the final stages, whereas in the process orientation, defects could be prevented
totally by eliminating the cause of failure in the process.

 Such an orientation should be inculcated in the organization by training and coaching of employees to visualize products as
output of clearly distinguishable processes.

 The operators should be able to predict the quality of the end product by monitoring the process parameters at the time of
manufacturing or service design.
MODEL FOR PROCESS DEFINITION
Three clear distinguishable elements
• Input/s to the process
• Output/s of the process
• The process or task

The process orientation helps the organization in identifying all the inputs, documenting them
and having a control over the quality of the product (output) by having a control over all the inputs
and the process parameters.
Any product manufacturing or service preparation and delivery can be modeled in this
manner.
A little analysis of every process will bring out clearly all the three elements.
Input of the process
• bill of material
• specification for each material
• requirements for the inspection for the incoming materials
• procedure for receipt of materials

Output of the process


• the products or service to be delivered
• documents to be delivered
• the specifications for all the above

Thus, both the input and the output of processes will need specifications for materials received and
product delivered.
They should also contain, detail such as persons authorized to receive/deliver, quantity and quality, etc.
Thus, the process orientation also helps in the identification and implementation of internal-customer-
supplier relationship.
The process owner receives inputs from the suppliers and delivers the output to the customers.
ETX MODEL
ENTRY TASK EXIT
Input Output

Task- is the value adding process


Entry- Conditions to be satisfied before the task is considered as completed
Exit- Condition to be fulfilled before the task is considered as completed

Thus, it is a refined model than the one discussed in the previous section. The entire
organization should be depicted as unbroken chain of processes expressed in the ETX form.
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 pad employee in the organization should be encouraged to look at his activities as a process, own
it, align his process with the over all process of the organization.
 Employees should also be given an overview of the entire process with flow chart of the processes in the
organization.
 This will help them to easily place their process in the organization-wide process and assuming their role in ensuring
quality in the organization.
 They should also be helped to identify their customers and suppliers and coached as how to conduct themselves in
the roles of customers as well as suppliers.
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 for normal deployment.
 This should be repeated an regular intervals.
 Control of the process is very important and the process owner should take the responsibility for the same.
 It means that the process owner will continuously monitor the process himself without any external initiative and
decide whether the process is under control or not.
 If the process is not under control, the process should be immediately stopped and analyzed and corrective action
should be taken, before resuming.
 Monitoring the process parameters will be a continuing exercise even after it stabilizes and it cannot be stopped
because any process can go bad at any time in spite of maximum care and periodic preventive maintenance.
IMPROVE PROCESS CONTINUOUSLY
 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.
SUBBURAJ'S 6S MODEL FOR PROCESS IMPROVEMENT
Study
• Study - it is important to study the process and document the details
as necessary. The current performance level has to be measured and
Strengthen Streamline documented.

• Streamline - streamlining means that the process should offer the


least resistance to motion in the organization. Quite often, some
Synergize Simplify processes cause delay or hassles leading to problem either to the
customer or to the employees.

Standardize
• Simplify - formulate a simplified procedure for carrying out the task without increasing the cost and compromising
on quality. In the author's experience, simplifying processes improves quality.
Standardize
standardization essentially permits performing the process in the same way by every employee at all times.
• Synergize - no process is a stand-alone activity in any organization. A process may interact with at least two other
processes -customer and supplier processes.
• Strengthen - during this phase, a number of activities are carried out:
- Educating and convincing the process owners their customers and suppliers
- Periodic counseling and assuring that the new process will perform better than the old process
- Monitoring the results and confirming that the process transition has occurred, the employees are confident and
that the process is practiced as documented

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