1. Report By: Engr. Nancy Mercado
PROCESS APPROACH
Report By: Engr. Nancy Mercado
Nancy

2. INTRODUCTION
Every organization should therefore be a well-knit collection of processes so as to practice TQM and be competitive successful.
This concept is also advocated by the IOS9001:2000 standard.
Process approach in the organization is essential to make continuous improvement, get ISO9000 certification as well as practicing TQM. To reduce costs and increase profits.

3. Product and Service Quality Depend on Processes
Manufacturing and service organization were measuring, confirming and analyzing quality with reference to the final product alone.

4. Process orientation should be adopted for Total Quality Management (TQM).
Process orientation is the right strategy to be adopted for practicing quality as well as management of organizations so that the producer can be certain about the quality of the products or services even before the final inspection.

5. Process Orientation Helps in Finding Defects Early
Quality should be built into the product or service right from the early stages. If a defect cannot be corrected early in the process, it cannot be removed at the final stages. Therefore, the defects are to be found early. In the product orientation, the defects are found only at the final stages, whereas in the process orientation, defects could be prevented totally by eliminating the cause of failure in the process.

6. MODEL FOR PROCESS DEFINITION
Input/s to the process
Output/s of the process
The process or task

7. Input of the process The various inputs required for any process are:
Bill of materials
Specification or each material
Requirements for inspection for the incoming materials
Procedure for receipt of materials.

8. Output of the process The output of process consists of the following:
The products or service to be delivered
Documents to be delivered
The specifications for all the above
Method of measurements for verifying conformance to the specifications
Criteria for acceptance / rejection

9. Value Addition in the process
Every organization attains profit only through value addition to its processes. Therefore, the primary goal of the organization is value addition. It, in turn, applies to every process in the organization.
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10. The process may need machinery, infrastructure or techniques for achieving the desired value addition as per the goals and objectives of the process.
The process owners and the other employees attached to the process for carrying out the assigned tasks should be clearly identified and documented, along with their authority and responsibility.
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11. ETX MODEL ENTRY TASK EXIT
The most popular process model is ETX as shown in figure.
ENTRY
TASK
EXIT
INPUT
OUTPUT
EXT MODEL
EXT stands for Entry, Task and Exit. The value adding process is called Task. The new items in the diagram are Entry and Exit
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12. Entry – Conditions to be satisfied before the task is undertaken
Entry – Conditions to be satisfied before the task is undertaken. Exit - Conditions to be fulfilled before the task is considered as completed.
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13. Training for Process Orientation
The most important requirement for transforming the employee from product orientation to process orientation is training and coaching.
It should also be helped to identify their customers and suppliers and coached as how to conduct themselves in the roles of customers as well as suppliers.
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14. Measure Process
Before giving a go ahead for normal production, the process parameters should be studied, statistical analysis made and only then the process should be authorized for normal deployment.
This should repeated at regular intervals.
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15. Improve Process Continuously
In line with the TQM philosophy, the processes should be improved continuously. Efforts should be put in for continuous process improvement.
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16. SUBBURAJ’s 6s MODEL FOR PROCESS IMPROVEMENT
Since 1991, the author has been heading ETDC, Chennai which is a testing and calibration service provider, offering services to more than 700 organization in a year.
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17. Subburaj’s 6s for Process Improvement
Study
Strengthen
Streamline
Process
Improvement
Simplify
Synergize
Standardize
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18. 6’S MODEL FOR PROCESS IMPROVEMENT
Study
Streamline
Simplify
Standardize
Synergize
Strengthen

19. STUDY
The current performance level of the process triggers improvement. It could be the defects found (both internal and external), cycle time achieved, customer feedback/complaint, employee feedback, customer waiting time, hassles of the employees or customers, etc.

20. STREAMLINE
The process should offer the least resistance to motion in the organization.
For instance, before embarking on TQM, the CEO of the organization was formally issuing the test and calibration reports under his signature.

21. SIMPLIFY
One has to formulate a simplified procedure for carrying out the task without increasing the cost and compromising on quality.

22. STANDARDIZE
permits performing the process in the same way by every employee at all times.

23. SYNERGIZE
No process is a stand-alone activity in any organization. A process may interact with at least two other processes – customers and supplier processes.

24. STRENGTHEN
Educating and convincing the process owners, customers and suppliers
Periodic counseling and assuring that the new
process will perform better than the old process
Monitoring the result s and confirming that the process transition has occurred
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25. CUSTOMER SUPPLIER CHAINS
Increased Inspection Adds Cost, not Value
Identify Internal Customers and Suppliers
Customer-supplier Chains
Educate
Customer Orientation Includes Internal Customers
Advantage of Customer-Supplier Chains

26. Increased Inspection Adds Cost, not Value
Customer supplier chains have to be established for building quality into the products and services.
increased expenditure in increased inspections is not worth it. It only adds to the increased cost of the product or service, without adding value.
This can be achieved through establishing customer supplier chains in the organization.
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27. Identify Internal Customers and Suppliers
“divide and conquer” approach is advocated in customer-supplier chains which is suitable for solving quality problem or for that matter any scientific problem.
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28. Customer-supplier Chains
Each sub-process has an owner, who actually is responsible for giving an output to internal customers after receiving the right inputs from internal suppliers and adding value.
Some sub-processes would terminate at the internal customer. Some sub- processes would have external suppliers.
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29. Educate
The employees should also be educated about the customer supplier chain to treat the internal customers and suppliers, as the organization would like to treat the external customers and suppliers.
The management’s task is only to make the customers supplier chain work for the successful implementation of TQM.

30. Customer Orientation Includes Internal Customers
Customer orientation should be equality applicable to the internal customers in addition to the external customers. The process owners who are customers should not only inspect, but also spend time in educating the internal suppliers for improving the quality of the incoming products.

31. Advantage of Customer-Supplier Chains
It improves communications within the organization.
It reduces communication gap.
It helps in documenting the process flow.
It helps in defining the specifications not for the overall input and output, but also for the entire process.
It helps in finalizing verification methodology throughout the process with clear accept/reject criteria.
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32. f) It facilitates immediate feedback from colleagues rather than time lapsed feedback from customers through the channel of hierarchy. g) The management can easily identify problem areas clearly, easily and deal with them specifically, instead of going for global solution across the organization.
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33. h) It helps in building quality throughout the organization.
It enables the management to have absolute control over quality with optimal expenditure.
j) Above all, it helps the management to understand its own organization and operations better, leading to effective planning, management and improvement.
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34. SUPPLY CHAIN MANAGEMENT
-is the series of links and shared processes that exist between the suppliers and customers.
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35. SUPPLY CHAIN MANAGEMENT(SCM)
a task of optimizing all activities throughout the supply chain, so that the products and services are supplied in the right quantity, right quality, to the right customer, at the right time and at the optimal cost.
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36. SUPPLY CHAIN MANAGEMENT(SCM)
Demand Planning
Manufacturing Planning and Scheduling
Supply Planning
Transportation Planning

37. DEMAND PLANNING
A planning process to predict the demand of products and services based on forecasts.
Forecasting customer demands improves customer service while decreasing costs by reducing demand uncertainty.

38. MANUFACTURING PLANNING AND SCHEDULING
A planning process that optimally schedules manufacturing orders with production capacity. This is performed by combining Material Requirements Planning (MRP) and Capacity Requirements Planning (CRP) to create optimized and constrained production plans.

39. SUPPLY PLANNING
Supply planning process that meets customers demand based on available inventory and transportation resources. This includes Distribution Requirements Planning (DRP), which determines the need to replenish inventory at branch warehouse.

40. TRANSPORTATION PLANNING
A planning process to optimally schedule, load, and deliver shipments to customers while considering constraints, such as delivery date, mode of transportation, carrier, etc.
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41. JUST-IN-TIME (JIT) MANUFACTURING
The products should be made to order, just in time for immediate delivery to the customers. The materials, which go into the product or service, should also arrive on just time, before manufacturing starts.

42. OBJECTIVES OF JUST-IN-TIME
Development of optimal process and be competitive
Streamlining of operations and eliminating unwanted processes
Continuous improvement
Reducing the levels of wasted materials, time and effort
Increasing efficiency of production process

43. BENEFITS OF JUST-IN-TIME
Reduction of wastes
Reduction of Work-In-Progress(WIP)
Establishing proper customer-supplier relationship
Reduction in lead-time
Less-inventory of raw materials
Improvement in flexibility
Lower cost and high productivity

44. Enhanced customer satisfaction due to lower price owing to elimination of wastes
Improved employee morale owing to a perfect system without waiting
Improved satisfaction of shareholders due to high profit
Reduced space requirements on total elimination of WIP and buffer stock of materials, sub-assemblies and products
Improved productivity and improved quality

45. LEAN MANUFACTURING
The International Motor Vehicle Program (IMVP) was created at MIT, USA to study the techniques used in automobile production around the world. IMVP researcher John Krafcik commented that the Toyota System was lean.

46. Major Tenets of Lean Manufacturing
Quick Changeover/ Set-up Reduction
Pull/Kanban System
Workplace Organization 5S System
Value Stream Analysis
Total Productive
Maintenance (TPM)
Cellular Manufacturing

47. SUPPORTING STRATEGIES AND CONCEPTS
One Piece Flow
Visual Controls TAKT Time
Team Building Balanced Flow
Quality at the source
Employee Involvement
Stabilized Operations
Standardized
Continuous Improvement
Equipment Replacement

48. TENETS AND CONCEPTS OF LEAN MANUFACTURING
Kanban Systems
Cellular Manufacturing
One Piece Flow

49. KANBAN SYSTEMS
The Kanban System was developed by Mr. Taiichi Ohno, Vice President of Toyota, to achieve objectives that included:
Reducing costs by eliminating waste/scrap
Try to create work sites that can respond to changes quickly
Facilitate the methods of achieving and assuring quality control
Design work sites according to human dignity, mutual trust and support and allowing workers reach their maximum potential.
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50. TWO MOST COMMON TYPES OF KANBANS USED:
Withdrawal Kanban
- Is to pass the authorization for the movement of parts from one stage to another.
ii. Production Kanban
- The main function of the production Kanban is to release an order to the preceding stage to build the lot size indicated on the card.
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51. KANBAN PROCESS FEATURES
Parts travel from one process to the next process
Parts are received from the preceding process as per details in kanban such as the type and time when required
Kanban must always be attached to the parts
The parts should be produced according to the information on Kanban
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52. No extra pieces are produced
The quantity produced should match the requirement of the subsequent process
No extra pieces are produced
If no Kanban is attached to a product, no manufacturing should be made
In case if defective items are produced, they should not be transferred to the subsequent process.
It should be ensure that the parts are placed in the container should be defect free
The kanban can be used to respond to changes in demand by increasing or decreasing the number of units to be produced.
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53. ADVANTAGES OF KANBAN PROCESS
Simple and understandable process
Provides quick and precise information
Low costs associated with the transfer of information
Provides quick response to changes
Avoids overproduction
Minimizes waste
Control can be maintained
Delegates responsibility to line workers

54. CELLULAR MANUFACTURING
A cell is configured normally for speed and material handling and can reap substantial benefits in cost saving, time compression and inventory reduction.
Cellular manufacturing and work cells are at the heart of lean manufacturing. Their benefits are many and varied. They increase productivity and quality. Cells simplify material flow, management and accounting systems.

55. Improvement in efficiency cell build vs. batch build
Resources
Batch Build
Cell Build
Improvemnt
Direct Labour
11 hours
10 hours 9%
Floor space
12,000 sq. ft.
3000 sq. ft.
42%
Lead time
12 weeks
2 weeks
83%
Inventory
$ 564,000
$ 279,000
51%
Scrap and network
$ 23,040
$ 12,030
48%

56. SINGLE PIECE FLOW
Cellular manufacturing demands single piece flow methodology. This is also called one-piece flow or continuous flow manufacturing. It is a technique used to manufacture components in a cellular environment.
The goals of one piece however are: to make one part at a time correctly all the time without lengthy queue.

57. FLOW MANUFACTURING vs. BATCH PRODUCTION
The opposite of one-piece flow is large-lot production. Although, many companies produce goods in large lots or batches, it builds delays into the process. No items can move on to the next process, until all the items in the lot have been processed.
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58. Single Piece Flow Diagram
Process A
Process B
Process C
10 minutes
10 minutes
10 minutes
Lead Time: 30 + minutes for total order
21 + minutes for first pieces
A. Batch and Queue Processing
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59. Single Piece Flow Diagram
Process A
Process B
Process C
12 min, for total order
3 min, for first part
B. Continuous Flow Processing
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60. Table: Single Piece Flow
Was Is
Change
Goal
People/Parts Travel (feet)
1690
430
-75%
-60%
Increase in Floor Space (sq. ft.)
1559
2229
43%
30%
Non-Value Added Work (minutes)
433 30
-93%
-50%
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61. ZERO DEFECTS
Performance standard should be zero defect and not Acceptable Quality Level (AQL)
Is it Possible to Achieve Zero Defect?
Determination Required
Right Mindset Required
Do not Accept Work from Others Which is not up to the Standard
Do not Pass on the Work to Others Saying that will be Good Enough

62. Do not Put Off Till Later
Do not Put the Blame on Others Perfect System Required
Cultural Change Required
Never Ending Enthusiasm Required
Training Required
Management Commitment Required

63. THE END. . THANK YOU!