Streamlined process improvement : the breakthrough strategy to reduce costs, improve quality, increase customer satisfaction, and boost profits

Streamlined process improvement the breakthrough strategy to reduce costs, improve quality, increase customer satisfaction, and boost profits

“The Business Process Improvement methodology established by Dr. H. James Harrington and his group brings revolutionary improvement not only in quality of products and services, but also in the business processes.” —Professor Yoshio Kondo The Book That Goes Beyond Six Sigma and Lean . . . The Next E...

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Detalles Bibliográficos
Otros Autores: Harrington, H. J. author (author)
Formato: Libro electrónico
Idioma:Inglés
Publicado: New York, United States of America : McGraw-Hill Education 2012.
Edición:1st edition
Materias:
Industrial efficiency.
Organizational effectiveness.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629058806719
Tabla de Contenidos:
  • Cover
  • Contents
  • Acknowledgments
  • 1 Introduction to Streamlined Process Improvement (SPI)
  • Introduction
  • Streamlining Fundamentals
  • Technology Warning
  • Employment Security
  • 2 What Is Streamlined Process Improvement?
  • Introduction
  • What Are Business Processes?
  • Why Use SPI?
  • How Management Has Been Misled
  • Breakthrough versus Continuous Improvement
  • What SPI Is Not
  • Why Improve Your Business Processes?
  • How to Improve Your Business Processes
  • Phase I: Planning for Improvement
  • Phase II: Analyzing the Process
  • Phase III: Streamlining the Process
  • Phase IV: Implementing the New Process
  • Phase V: Continuous Improvement
  • Summary
  • 3 Phase I: Planning for Improvement
  • Introduction
  • Planning Phase
  • Activity 1: Define Critical Business Processes
  • Activity 2: Select Process Owners
  • Activity 3: Define Preliminary Boundaries
  • Activity 4: Form and Train the PIT
  • Activity 5: Box in the Process
  • Activity 6: Establish Measurements and Goals
  • Activity 7: Develop Project and Change Management Plans
  • Activity 8: Conduct Phase I Tollgate
  • Summary
  • 4 Phase II: Analyzing the Process
  • Introduction
  • Analyze Phase
  • Activity 1: Flowchart the Process
  • Activity 2: Conduct a Benchmark Study
  • Activity 3: Conduct a Process Walk-Through
  • Activity 4: Perform a Process Cost, Cycle Time, and Output Analysis
  • Activity 5: Prepare the Simulation Model
  • Activity 6: Implement Quick Fixes
  • Activity 7: Develop a Current Culture Model
  • Activity 8: Conduct Phase II Tollgate
  • Summary
  • 5 Phase III: Streamlining the Process
  • Introduction
  • Streamlining Phase
  • Activity 1: Apply Streamlining Approaches
  • Activity 2: Conduct a Benchmarking Study
  • Activity 3: Prepare an Improvement, Cost, and Risk Analysis
  • Activity 4: Select a Preferred Process.
  • Activity 5: Prepare a Preliminary Implementation Plan
  • Activity 6: Conduct Phase III Tollgate
  • Summary
  • 6 Phase IV: Implementing the New Process and Phase V: Continuous Improvement
  • Introduction
  • Phase IV: Implementing the New Process
  • Activity 1: Prepare the Final Implementation Plan
  • Activity 2: Install the New Process
  • Activity 3: Install In-Process Measurement Systems
  • Activity 4: Install Feedback Data Systems
  • Activity 5: Transfer the Project
  • Activity 6: Conduct Phase IV Tollgate
  • Phase V: Continuous Improvement
  • Activity 1: Maintain the Gains
  • Activity 2: Implement Area Activity Analysis
  • Activity 3: Qualify the Process
  • Does SPI Work?
  • Summary
  • Appendix A: Typical Business Processes Where SPI Can Be Applied
  • Appendix B: Process Walk-Through Questionnaire
  • Appendix C: Some Process Simulation Tool Suppliers
  • Appendix D: Definitions
  • Appendix E: Other Simulation Symbols
  • Appendix F: Typical Government Processes
  • Appendix G: Nonmanufacturing Typical Processes Measurements
  • Appendix H: HU Diagrams
  • References
  • Bibliography
  • Index.

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