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Process Management
Overview
Simple concepts - for the Visionaries: determine where you
want to be, determine where you are, and analyze the "gap". For those of already
with a process: map out the process "as is", analyze and provide a "should be"
process map, with an analysis of the "gap".
ITIL (Information Technology
Infrastructure Library)
refers to the process of Gap Analysis
within the concept of Continuous Improvement and similarly in the Quality
Improvement Processes followed through
Six Sigma intends
to improve performance which
should bring essentially the same results. These two referenced experts in
are the very basis of this Service offering.
Standard Approach (using the DMAIC cycle)
Our approach is heavily influenced by the training and
approach taken by the General Electric company through its standards for Quality
and the use of Six Sigma to achieve success. Michael is trained and he was
successful in completing the Green Belt qualification requirements for Six
Sigma and is a knowledgeable proponent of the techniques. In addition,
from his days at the Bank of Montreal and his training in the use of Continuous
Improvement techniques clearly complements the processes. Finally,
influenced by the approach to Gap Analysis provided though ITIL we are able to
offer a comprehensive package to support Change, Problem Solving,
Process Improvement
and Performance Improvement for our clients.
To start with we will go through the DMAIC cycle as
described in the following section:
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This is the first step where the problem is outlined from
the client's point of view. This is very important - the problem is
not how we see it or how the company sees it - it is how the customer sees
it, this is were the Voice of the Customer must be heard.
-
This step is when we take away the guesswork and start
collecting quantifiable data. Measurements are collected for Inputs,
Process and Outputs. Input measurements tell us what the supplier
quality levels are, the process measurements tell us how the process is
working and the output measurement tells us how well the customer's needs
are being met.
-
This is the area where we identify the gaps between the
"as is" state and the "should be" state, or put another way, the difference
between what the customer expects and what that customer actually sees.
Charts and diagrams (paretos, run, histograms, affinity) help demonstrate
the gap and through additional process mapping are also able to help
position the solution. Though the analysis we are also able to focus
on the critical areas and focus on the needs,
-
Following the detailed analysis we are able to now
determine what "needs" to be improved and which items, processes or tasks
that would be described as "nice-to-have". There will be a heavily
reliance on the "should be" process map and a determination to deliver based
on that process map. A key ingredient is acceptance of the change and
this must be planned for as part of the implementation strategy.
-
This is not the "control central" but more of the process
that ensures that the improvements that have been implemented, stay
implemented. It is relatively easy to implement a change, and for that
change to be dropped when something else impacts the day-to-day processes.
The benefits derived from the implementation will be lost. Therefore
the control is the methodology that provides for monitoring and provides for
continuous and future improvements.
The above is a very short and simple highlighted approach
to Six Sigma, Gap Analysis and Process Improvement and is by no means a
comprehensive or fully inclusive list of tasks or activities.
Please
contact
MBF
Consulting Services
for a
review of how we can support your organization and provide an opportunity
for performance improvement.
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