IMPROVEMENT TOOLS Outline Process Documentation Performance Measurement Self

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IMPROVEMENT TOOLS

IMPROVEMENT TOOLS

Outline Process Documentation Performance Measurement Self assessment & Performance Evaluation Improvement Planning Penggolongan Alat

Outline Process Documentation Performance Measurement Self assessment & Performance Evaluation Improvement Planning Penggolongan Alat Improvement p Tujuan Tools p Persyaratan Perubahan p Persyaratan sumber daya dan waktu p Sumber improvement impulses p Metode Organisasional p Improvement

Penggolongan Alat Improvement Berdasarkan beberapa kreteria p p Improvement focus or main purpose of

Penggolongan Alat Improvement Berdasarkan beberapa kreteria p p Improvement focus or main purpose of the tools The extent of change resulting from using the tools Requirements for time and resources when using the tools Source for improvement impulses

Main purpose of the tools p Grouping the tools according to what their main

Main purpose of the tools p Grouping the tools according to what their main purpose is n n p Problem identification? Purely improvement? Some tools can contribute to more than one objective classification is based on the most visible characteristic!

Improvement stages 1. Prioritizing the Improvement effort 2. Process and problem understanding 3. Problem

Improvement stages 1. Prioritizing the Improvement effort 2. Process and problem understanding 3. Problem analysis 4. Idea generation 5. Improvement task generation 6. Implementation

Tools for prioritizing Self assessment p Trend analysis p Spider chart p Performance matrix

Tools for prioritizing Self assessment p Trend analysis p Spider chart p Performance matrix p Criteria testing p QFD p

Tools for process and problem understanding Relationship mapping p Flowchart (7 traditional tools) p

Tools for process and problem understanding Relationship mapping p Flowchart (7 traditional tools) p Critical incident: technique for identifying problems within an area or process p Check sheet: used for collecting data about a process or problem area (7 traditional tools) p Pareto chart: to sort problems or causes according to importance (7 traditional tools) p

Tools for problem analysis p Cause-and-effect: to identify causes to a problem (7 traditional

Tools for problem analysis p Cause-and-effect: to identify causes to a problem (7 traditional tools) p Root cause analysis: also termed why-why chart p Scatter chart: used to see the connections between phenomena (7 traditional tools) p Histogram: to sort data about a process in a clear manner (7 traditional tools) p Relations diagram: to help find links between effects and probable cause for these p Matrix diagram: to graphically portray data and see connections and relations

Tools for idea generation Brainstorming: the most basic technique to create as many idea

Tools for idea generation Brainstorming: the most basic technique to create as many idea as possible p Brainwriting/Crawford slip method: close to a written version of brainstorming p Nominal group technique: a more formalized way of generating ideas p Affinity chart: organize thoughts or ideas p

Tools for improvement p p p p Streamlining: tools for simplifying business processes, eliminating

Tools for improvement p p p p Streamlining: tools for simplifying business processes, eliminating waste and increasing the efficiency Idealizing: to find the ideal process when disregarding practical limitations QFD: combined with a system diagram to design products or processes based in customer requirements Work unit analysis: to analyze customer/supplier relationship between segments of a business process to improve the interface Statistical process control and control chart (7 traditional tools) Business process re-engineering Benchmarking: to create improvements through learning from other organization

Tools for planning improvement implementation Tree diagram: used for planning a project (7 new

Tools for planning improvement implementation Tree diagram: used for planning a project (7 new tool) p Process decision program chart: used to prevent undesirable events from occurring (7 new tool) p A T analysis: used to set ambitious targets for the improvement activity p Force field analysis: to identify forces working for and against an implementation of improvements p

Extent of change How dramatic changes in the process steps, organization can be expected

Extent of change How dramatic changes in the process steps, organization can be expected when using a tool Minor changes • 7 traditional and New tool • Tools for idea Generation • Critical incident • Statistical Process chart Medium changes • Streamlining • Work unit analysis • QFD Major changes • Idealizing • Business Process Reengineering • Benchmarking

Time and resource requirement p How much time and how much of other resources

Time and resource requirement p How much time and how much of other resources the organization should anticipate setting aside for using a tool Least resource • 7 traditional & New tools • Critical incident • Tools for idea generation • Idealizing Medium resource • Work unit analysis • Streamlining • Statistical process Control • QFD Major resource • Business Process Reengineering • Benchmarking

Organizational Method p Methods and principles related to organizational aspects that can be useful

Organizational Method p Methods and principles related to organizational aspects that can be useful for improvements n n n Cross-functional teams Problem-solving teams Quality circles

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