Lecture Introduction to operations management - Chapter 6: Process-flow analysis

In this chapter we will discuss: Process thinking, the process view of business, measuring process flows, measuring process flows at pizza U.S.A, process flowcharting, process-flow analysis as asking questions, business process reengineering (BPR).

INTRODUCTION

to Operations Management

5e, Schroeder

Figure 6.1: Process View of Business

Measuring Process Flows

Applications of Little’s Law

Measuring Process Flows

Process Flowcharting

Process Flowcharting:  creation of a visual diagram to  describe a transformation process

Process Flow Analysis Might Change:

Steps in process flowchart analysis

using the systems approach

Symbols for Flow-Process Chart

Operation  (a task or work activity)

Inspection  (an inspection of the product for quantity or quality)

Transportation  (a movement of material from one point to another)

Storage  (an inventory or storage of materials awaiting the next operation)

Delay  (a delay in the sequence of operations)

Questions to Ask in Flow Analysis & Improvement

Process-What  does the   customer need? What operations are necessary? Can some 

operations be eliminated, combined, or simplified?

Who  is performing the job? Can the operation be redesigned to use less skill or  less labor? Can operations be combined to enrich jobs? 

Where  is each operation conducted?  Can layout be improved? 

When  is each operation performed?  Is there excessive delay or storage? Are  some operations creating bottlenecks? 

How  is the operation done? Can better methods, procedures, or equipment be  used? 

Questions to Ask in

Process-Flow Analysis & Improvement

Business Process Reengineering

BPR Defined

BPR is “the  fundamental  rethinking 

organizational]  processes  to achieve 

contemporary measures of 

performance, such as cost, quality, 

service and speed.”

Principles of BPR

Organize around outcomes, not tasks

Have the people who do the work process their own information

Put the decision point where work is 

performed, and build control into the process

Eliminate unnecessary steps in the process

End of Chapter Six