Process Management

PROCESS MANAGEMENT

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INTRODUCTION

s that support the new goods and services.

defined, and not adaptable to the demands of a constantly changing environment.

ctive if the output meets customer needs. It is efficient when it is effective

PROCESS MANAGEMENT

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INTRODUCTION

omers buy, flow horizontally across the organization through functional departmen

PROCESS MANAGEMENT

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INTRODUCTION

esses bination with rising customer expectations, has created global competitive pressu

ss performance lies with process management technologies. Functional objectives f

PROCESS MANAGEMENT

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THE PQM METHODOLOGY

methodology, they work through the three phases of PQM methodology: planning, tra

maintain process performance. They use quality improvement techniques to rid the

PROCESS MANAGEMENT

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THE PQM METHODOLOGY

ntified as “necessary and sufficient” for the attainment of its mission and visio eyes of the customer, internal process performance, and performance in organizati iteria to use in evaluating the processes. {effect on business success, effect on

e organization’s principal stakeholders. The traditional organization chart answer

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THE PQM METHODOLOGY

ctive, efficient, and adaptable, and is accountable for its performance.

logy, activity-based costing, etc.). The mission of such a project oriented team is

g levels) and team by the quality council. To do their jobs most effectively, the

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THE PQM METHODOLOGY

during the selection of key processes and identification of owners and teams. Thi

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THE PQM METHODOLOGY

ata and collective team experience, the team will document process flow, the proce

first subprocess executed), the “ends-with” subprocess (the last executed), and the

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THE PQM METHODOLOGY

e the team to focus its attention and spend its energies where they will be most

and customers and their roles in the process, as providers or receivers of materi

hart together, step by step, sharing questions and collective experience, the team

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THE PQM METHODOLOGY

ocess capability,” “process performance,” and other process measures have no practi

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THE PQM METHODOLOGY

ffectiveness.

and the like are measures of process efficiency.

rocesses must run exceptionally well to ensure organization success, it follows th

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THE PQM METHODOLOGY

art charts help the team to minimize process variation and assess process stabili

ons” means that all variation in the process is attributable to random causes. The

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THE PQM METHODOLOGY

process decomposition,” which consists of progressively breaking apart the proces

than others (Pareto principle). These more significant subprocesses become the ta

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THE PQM METHODOLOGY

as to their effectiveness and efficiency.

ffectiveness and efficiency together means that the process produces high quality

mmodate changes both in the requirements and the environment, while maintaining it

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THE PQM METHODOLOGY

egories: workflow, technology, people and organization, physical infrastructure, an

n task level performers to apply creative thinking to the redesign of their proce

nd reduction of inventory requirements.

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THE PQM METHODOLOGY

ate handoffs in the process, eliminate problems caused upstream of activity, remov

to another, especially across departmental boundaries.

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THE PQM METHODOLOGY

nder operating conditions. Design testing may include trials, pilots, dry runs, sim

ew steps. The new process plan now includes the new process design and its control

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THE PQM METHODOLOGY

ousands of jobs. All of this poses major management challenges. All of the many ch

n issues in the people and organizational design category include: new jobs, which

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THE PQM METHODOLOGY

er. uding instruction and reach a state of self-efficacy.

ivity, and ongoing review and assessment all contribute to ensuring that the new

est selected components of the process and may carry out computer simulations. Th

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THE PQM METHODOLOGY

erring the New Process Plan to Operations .

ploy the new process. There are several options:

function by function. op down, all functions at once. t, activity by activity, until all are deployed. ubprocesses and activities in priority sequence, those having the highest potenti all-scale pilot of the entire process, then expansion for complete implementation.

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THE PQM METHODOLOGY

nts taken at the control points, comparing the measurements to the quality target

between what the process is delivering and what is required for full customer sa

ocess is performing according to plan. The review should include review and asses

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THE INTEGRATION OF PQM WITH TQM

nd managing the quality dimension. They are accustomed to thinking strategically—

ce on functional specialization to an understanding of the advantages of focusing

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MMARY AND CRITICAL SUCCESS FACTORS FOR PQM IMPLEMENTATION

vision for the organization. ion in place of the hierarchical organization. ams, the mission of each team is to dramatically improve the effectiveness, effici on the needs of customers, external and internal, and business needs such as cost, to the success of a PQM initiative:

zation. on, strategic goals, and key business objectives throughout the organization. ion. o act in support of these key business objectives. ble throughout the organization to facilitate dramatic change

nt to manage schedules, costs, and work plans. importance of the PQM throughout the organization, and to external stakeholders. nable and promote : customer focus, process orientation, and empowered employees at all

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