tailieunhanh - Lecture Managing operations across the supply chain (2/e): Chapter 3S - Swink, Melnyk, Cooper, Hartley

Chapter 3S - Process mapping and analysis. The main goals of this chapter are to: Work through various process mapping steps, assess processes, determine type of activity a processes represents, understand when and how to apply process mapping tools, change a process for increased productivity. | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 3 SUPPLEMENT Process Mapping and Analysis McGraw-Hill/Irwin 1 Learning Objectives LO3S-1 Work through various process mapping steps LO3S-2 Assess processes LO3S-3 Determine type of activity a processes represents LO3S-4 Understand when and how to apply process mapping tools LO3S-5 Change a process for increased productivity 3S–2 2 Process Mapping as a Process Determine desired process outcomes and metrics Identify and bound the critical process Document the existing process (“current state” map) Analyze process and priorities improvements Recommend changes (“future state” map) Implement changes and monitor process 3S–3 LO3S-1 3 1. Identify Desired Outcomes What should the process achieve? Reduced cost Shorter lead time Improved quality More reliable deliveries Other? 3S–4 LO3S-2 4 2. Identify and Bound Critical Process Critical processes typically are one of the following: A bottleneck Visible to the customer Consumes largest amount of resources A shared process Highest level of variance A unique skill or core competency 3S–5 LO3S-2 5 3. “Current State” Map Current State: the ‘as is’ of the processes A process map is a diagram of the process activities Identify minimum acceptable level of detail on map Use display formats as needed to depict complete processes Watch for ‘hidden’ steps Capture relevant data 3S–6 LO3S-3 6 4. Analyze and Improve Activities can be: Value Adding: moves a item closer to the form or location desired by customer Necessary but not Value Adding: needed but doesn‘t directly add value Waste Generating: consumes resources without adding value Question Mark: not easily categorized, keep asking “why?” to get to root reason for these activities 3S–7 LO3S-4 7 5. “Future State” Map Prioritize identified process improvements: Make change immediately Postpone change pending resources Determine if change is not desirable or feasible 3S–8 LO3S-5 8 6. Implement and Monitor Improvements 3S–9 LO3S-5 Process Improvement demands multiple iterations trial and error monitoring and support 9 Other Process Mapping Tools 3S–10 Process flow diagramming Value stream mapping Service blueprinting Swim lanes 10 Process mapping and analysis is a multi-stage process Processes can be characterized into six basic activities Multiple tools, including graphs, help to document the ‘current state’ and ‘future state’ of processes 3S–11 Process Mapping and Analysis: A Summary 11 | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 3 SUPPLEMENT Process Mapping and Analysis McGraw-Hill/Irwin 1 Learning Objectives LO3S-1 Work through various process mapping steps LO3S-2 Assess processes LO3S-3 Determine type of activity a processes represents LO3S-4 Understand when and how to apply process mapping tools LO3S-5 Change a process for increased productivity 3S–2 2 Process Mapping as a Process Determine desired process outcomes and metrics Identify and bound the critical process Document the existing process (“current state” map) Analyze process and priorities improvements Recommend changes (“future state” map) Implement changes and monitor process 3S–3 LO3S-1 3 1. Identify Desired Outcomes What should the process achieve? Reduced cost Shorter lead time Improved quality More reliable deliveries Other? 3S–4 LO3S-2 4 2. Identify and Bound Critical Process Critical processes typically are one of the following: A bottleneck Visible to the customer

• Quản trị kinh doanh
• Managing operations
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• Lecture Managing operations
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