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By: Paola González Marcela Gómez Marisol Londoño Ivan Ponsoda

Developing services concepts - PBworks

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Page 1: Developing services concepts - PBworks

By:

Paola González

Marcela Gómez

Marisol Londoño

Ivan Ponsoda

Page 2: Developing services concepts - PBworks

Developing services concepts

Page 3: Developing services concepts - PBworks

KAIZEN

SHEWHART

PDCA

BPMN

TQM BPM

BPM tools

AURAPORTAL

Page 4: Developing services concepts - PBworks

Product of 20 years of study of the company, model Toyota Brightensproduction model of this successful company, contributing 14 principlesmanagement that allow us to understand the reasons for the success ofthis business and implement this model in other organizations.

This production system (also known as "lean manufacturing“ A termcoined by researchers MIT) aims at optimizing throughout the flowvalue by removing losses, incorporating quality of each stage ofvalue by removing losses, incorporating quality of each stage ofmanufacture and the principle of cost reduction

As a concept, "Lean manufacturing" is to do business moreproductive and competitive by eliminating any activity that does notadd value to processes Critics (overproduction, waiting, stockmovements unnecessary, lack of quality, transportation, use sub - theability of employees)

Developing services concepts

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Is a novel by Dr. Eliyahu M. Goldratt, the business consultant who created theTheory of Constraints model for systems management. It was originallypublished in 1984.The book gives a good example of the Evaporating Cloud is suited to finding asolution to conflict between two parties or two points of view. The methodrequires the participants to find 'win-win' solutions because it emphasizes thatboth parties are trying to reach the same ultimate goal.

Theory of Constraints (TOC): is an overall management philosophy introducedby Dr. Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to helpby Dr. Eliyahu M. Goldratt in his 1984 book titled The Goal, that is geared to helporganizations continually achieve their goal. The TOC process seeks to identify theconstraint and restructure the rest of the organization around it, through the useof the Five Focusing Steps.1. IDENTIFY the constraint (the resource/policy that prevents the organization

from obtaining more of the goal)2. Decide how to EXPLOIT the constraint (make sure the constraint's time is not

wasted doing things that it should not do)3. SUBORDINATE all other processes to above decision (align the whole

system/organization to support the decision made above)4. ELEVATE the constraint (if required/possible, permanently increase capacity of

the constraint; "buy more")5. If, as a result of these steps, the constraint has moved, return to Step 1. Don't

let inertia become the constraint.Developing services concepts

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Which is often known simply as "Lean", is a productionpractice that considers the expenditure of resources forany goal other than the creation of value for the endcustomer to be wasteful, and thus a target forelimination. Working from the perspective of thecustomer who consumes a product or service, "value" isdefined as any action or process that a customer woulddefined as any action or process that a customer wouldbe willing to pay for. Basically, lean is centered aroundcreating more value with less work

Developing services concepts

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Also known as the Shewhart chart or process-behaviour chart, instatistical process control is a tool used to determine whether amanufacturing or business process is in a state of statistical controlor not.Chart Details:•Points representing measurements of a quality characteristic insamples taken from the process at different times.•A centre line, drawn at the process characteristic mean which iscalculated from the data•Upper and lower control limits (sometimes called "natural process•Upper and lower control limits (sometimes called "natural processlimits") that indicate the threshold at which the process output isconsidered statistically 'unlikely'

Developing services concepts

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Developing services concepts

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Is a business management strategy, seeks to improve the quality ofprocess outputs by identifying and removing the causes of defects(errors) and variation in manufacturing and business processes. It usesa set of quality management methods, including statistical methods. In acapability study, the number of standard deviations between the processmean and the nearest specification limit is given in sigma units.

Graph of the normal distribution, which underlies the statistical assumptions of the Six Sigma model.

Developing services concepts

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European Foundation for Quality Management is a non-profitmembership foundation that seeks to support organisations and theirsenior leaders in their need to implement strategies. These enterpriseswork together to improve their capabilities in understanding andimplementing what delivers higher performance. EFQM's key belief liesin learning through exchange.

Developing services concepts

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The Pareto Principle (also known as the 80-20 rule, the law of the vital few and the principle of factor sparsity) states that, for many events, roughly 80% of theeffects come from 20% of the causes.

This principle in the context of services, indicates that it is necessary to be in mind what are the activities that produce greater benefits (core product), and which are part of the supplementary services, being able to differentiate depending on the client, if they're going to feel the value of the activity, and can be deleted or changed.

Developing services concepts

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Ishikawa diagrams (also called cause-and-effect diagrams) are diagramsthat show the causes of a certain event. A common use of the Ishikawa diagramis in product design, to identify potential factors causing an overall effect.

Causes should be derived from brainstorming sessions. Then causes should besorted through affinity-grouping to collect similar ideas together. Causes shouldbe specific, measurable, and controllable.

A generic Ishikawa diagram showing general (red) and more refined(blue) causes for an event.

Developing services concepts

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BPM analyses business process ( ollection of related, structured activities thatproduce a service or product that meet the needs of a client) from twoviewpoints: people and technology. It deals with formal definitions and technicalmodeling, since the early 90’s. Although the initial focus of BPM was on theautomation of mechanistic business processes, it has since been extended tointegrate human-driven processes . It could be described as a "processoptimization process".

It is used to understand organizations through expanded views that would nototherwise be available to organize and present. These views include therelationships of processes to each other which, when included in the processrelationships of processes to each other which, when included in the processmode be grouped into five categories: design, modeling, execution, monitoring,and optimization.

Developing services concepts

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is a standard for Business Process Modeling and provides graphical representation forspecifying business process in a workflow. Its main objective is to support business processmanagement for both technical users and business users by providing a notation that isintuitive to business users yet able to represent complex process semantics. The modeling oforganizational structures, functional breakdowns and data models are not part of thismodeling. it is different to a data flow diagram and It is very similar to activity diagrams fromunified modeling language.It is made by simple diagrams with a small set of graphical elements. It should make it easyto understand the business flow and the process.

.The four basic categories of elements are as follows:

•Event•Activity

Other visual graphics that BPMN use are:

•Swimlanes•Data objects•Activity

•Gateway•Connections

•Data objects•Groups•Annotation

Developing services concepts

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refers to activities involved in defining exactly what a business entitydoes, who is responsible, to what standard a process should becompleted and how the success of a business process can bedetermined. Once this is done, there can be no uncertainty as to therequirements of every internal business process.

Developing services concepts

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“Business Process Management Tools” are tools that allow focusing in the use of the technology to support processes of business, instead of adapting its processes of businesses to support the use of the technology. Those tools allow to model, to automate, to manage and to optimize thousands of processes. One of these tools is:

AuraPortal BPMS is a system of Enterprise Management that offers in a single package five each other related worlds, which constitute the single package five each other related worlds, which constitute the areas of greater interest and effectiveness in the enterprise management of today and the future immediate:

Developing services concepts

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It is a business strategy centered on quality, based on the participation of all itsmembers and aiming at long-term success through customer satisfaction, andbenefits to all members of the organization and to society. Its main objective is toimprove the quality of products and services through ongoing refinements inresponse to continuous feedback.

TQM requirements may be defined separately for a particular organization or maybe in adherence to established standards, such as the International Organizationfor Standardization's as ISO series.

TQM processes are divided into four sequential categories: plan, do, check, andact (the PDCA cycle).act (the PDCA cycle).

Also TQM comprises four process steps :

•KAIZEN: Focuses on "Continuous Process Improvement", to make processesvisible, repeatable and measurable.•ATARIMAE HINSHITSU: The idea that "things will work as they are supposedto" (for example, a pen will write).•KANSEI: Examining the way the user applies the product leads toimprovement in the product itself.•MIRVOKUTEKI HINSHITSU: The idea that "things should have an aestheticquality”

Developing services concepts

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PLAN: Establish the objectives and processes necessary to deliver results in accordance withthe expected output. By making the expected output the focus, it differs from othertechniques in that the completeness and accuracy of the specification is also part of theimprovement.DO: Implement the new processes , often on a small scale if possible.CHECK: Measure the new processes and compare the results against the expected results toascertain any differences.ACT: Analyze the differences to determine their cause. Each will be part of either one ormore of the P-D-C-A steps. Determine where to apply changes that will include improvement.When a pass through these four steps does not result in the need to improve, refine thescope to which PDCA is applied until there is a plan that involves improvement.

Developing services concepts

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Kaizen is a Japanese philosophy that focuses on continuous improvement of the companyand all its components in a proactive and properly way. Kaizen activities continually improveall functions of a business, from manufacturing to management and from the CEO to theassembly line workers by improving standardized activities and processes. Kaizen aim is toeliminate waste.

standardize an operation

measure the standardized

operation (find cycle time and amount of in-

process

Continue cycle ad infinitum

The cycle of kaizen activity can be defined as

process inventory)

gauge measurement

s against requirements

innovate to meet

requirements and increase productivity

standardize the new, improved operations

Developing services concepts

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Named for Walter Shewhart who discussed the concept in his 1939 book,"Statistical Method from the Viewpoint of Quality Control", it is thecontinuous improvement cycle of Plan, Do, Check, Act. Also Known As:Deming Cycle, PDCA

PDCA ("Plan-Do-Check-Act") is an iterative four-step problem-solvingprocess typically used in business process improvement. It is also knownas the Deming Cycle, Shewhart cycle, Deming Wheel, or Plan-Do-Study-Act.

His book: Process Innovation: Reengineering Work Through IT is set asa paradigm example of the Business Process Redesign literature. He hasbeen characterized for be one of the most more comprehensive thanhis predecessors. Its theory is also named as Business Processreengineering

Developing services concepts

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Is an approach aiming at improvements by means of elevatingefficiency and effectiveness of the business process that exist withinand across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improvehow they conduct business.

Developing services concepts