Process_Improvement

* Running Head: Process Improvement 1 * * * * * * * * University of Phoenix * Ops 571 * Process Improvement * * Melissa Gamble * November 18, 2010 * Paul Bogert * * 2 Process Improvement Plan During the first week, I created a flowchart to show the process I go through in my standard, morning routine. The purpose of creating the flowchart was to determine a more effective way to utilize my time in the morning, to identify any potential bottlenecks in my process and to maximize the limited time I do have in the mornings. This total understanding gives a road map of information and shows throughput time, buffers, and bottlenecks. Goldratt’s Theory of Constraints gave direction for identifying system constraints, elevate system constraints, deciding how to exploit the system constraints, and subordinating everything else to that decision.  Goldratt stresses that using the theory of constraints to improve your processes is an ever-evolving task. Identifying and fixing your biggest constraints brings about ways to identify and fix other constraints. The statistical process control for my morning routine process will be used to ensure that my standard process will operate as effectively as possible with as minimal waste.   This document will outline the control limits of my morning routine process, the effects of any seasonal factors and the confidence intervals involved. The total operating time for the process I run through in the morning is 80 minutes from start to finish.   In order for my morning routine process to be more effective, I need to preplan some of the things needed to get started the night before. Statistical process control (SPC) is the use of a statistical method to allow the monitoring and control of a process to ensure it operates at full potential to produce a favorable outcome. Statistical process control (SPC) has the capacity to offer a vital analytical tool to adequately recognize if a process contains any defects (Chase, Jacobs, & Aquilano, 2005). In addition, it can make it easier to conclude any variation pertaining to quality control and the capacity of a more 3 streamlined and efficient process. The chart used shows a control chart with the upper, middle and lower control limits displayed in conjunction with the mean times from each individually plotted. The control chart demonstrates the results of the data which was collected, and will be used to identify, analyze, and improve the flow, and at the same time, apply the applicable control factors within the process. By observing and recording the measurements for a longer duration, the mean would be better understood, and the control limits modified. The upper control limit for the four week period is 26.67 minutes, the middle is 22.6 minutes, and the lower control limit is 18.52 minutes. The control limits are usually placed three standard deviations from the mean which means that it is 99.73 percent likely that the data points will be within the limits. Since there are no data points outside the control limits, the process does not appear to be out-of-control; however, long-term data with more data points may show even more control and the standard deviation may be more realistic. Under SPC, a process performs and is spelled out to get as much done as possible with the least down time and waste. While SPC has been applied most frequently to controlling manufacturing lines, it applies just as well to any process with a measurable output. Much of the power of SPC lies in the ability to examine a process and the sources of variation in that process using tools that give weight to objective analysis over subjective opinions and that allow the strength of each source to be determined numerically. Variations in the process that may affect the quality of the end product or service can be detected and corrected, thus reducing waste. With little room to affect other variables of the process ( Walter A. Shewhart, 1920). There are many situations and occurrences which could easily cause a delay in my morning process such as hitting the snooze button on the alarm clock too many times or simply not preparing items ahead of time such as ensuring my clothes have all been laundered. Once in the 4 car there could be traffic constraints or a need for gas. Other factors may include rain or even snow depending on the season. When these situations occur, the result is always a major delay in my morning routine process – which causes all steps in the process to be thrown off schedule. However, my morning routine process can become more effective by adding capacity. In well-optimized processes, significant investment of preparation may be required to achieve a marginal improvement. Sacrifice the evening before may result in a gain that may or may not be sufficient to time waste management. A benefit analysis should be performed to determine if a process change is worth the time investment. Ultimately, present value will determine whether a process "improvement" really is an improvement. Key Performance Indicators (KPI) is used to evaluate its success or the success of a particular activity in which it is engaged. Sometimes success is defined in terms of making progress toward strategic goals; success is simply the repeated achievement of some level of operational goal (zero defects, 10/10 customer satisfaction etc.). Accordingly, choosing the right KPIs is reliant upon having a good understanding of what is important to the organization. In conclusion being prepared for what may happen will be the best choice in preparing for the day to come. There will always be things that come up such as weather constraints, gas, and even traffic, but preparing the night before will reduce the lag time and may even get the day started out rite. References: Chase, Jacobs, & Aquilano, 2005 University of Phoenix Library Nov. 16, 2010 Walter A. Shewhart, 1920