Chapter 81 Creating a Production Process Chapter 8 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley & Sons, Inc., 1999 Prepared by Dr. Tomi Wahlström, University of Southern Colorado

Chapter 82 Creating a Production Process Major processes vs. departmental processes Some process fundamentals: –Process ownership –Process management and project management –Building a production process Production process standards –Relate to work methods, tools, controls, or operator qualifications

Chapter 83 Principles of Production Stage production (building a house) –Based on homogeneous stages of production Assembly production (computer system) –Based on assembling a product from standard parts (rigid vs. flexible assembly) Process production (oil refinery) –Integrated system with no stages of production or parts to assemble

Chapter 84 Coordination of Work Standardization –of work outputs –of work process –of work inputs –of work skills Direct supervision Mutual adjustment

Chapter 85 The Transformation Process Work analysis –Develop an understanding of work to be done can be done sequentially or in parallel also called process decomposition, function decomposition, or work breakdown Work synthesis –Combining basic tasks into an effective and efficient work process

Chapter 86 Work Synthesis Must meet certain requirements: –Work flows logically through the process –Work can be planned and controlled without undue effort –Each worker can be assigned a well-defined, satisfying job –The manner in which work is accomplished supports the organization’s goals and objectives

Chapter 87 Building a Transformation Process Specify the requirements Design the transformation process Create the transformation process Examine the transformation process

Chapter 88 The Control Process Plan performance Observe actual performance Compare actual and planned performance Adjust as required

Chapter 89 Control Principles Work is controlled - not workers Control is based on completed work Control of complex work is based on motivation and self- control Controls for capturing control data must be built into a work process Control data must go to the right people A control system is designed to handle the routine Control of a complex work process is achieved through levels of control

Chapter 810 Characteristics of a Control System A control system must be responsive A control system must be user friendly A control system must be flexible A control system must strive for simplicity

Chapter 811 Quality Control System Causes for complexity –Products are diverse and complicated –Control spans many layers –Quality control involves people –Quality control is applied to a variety of product types

Chapter 812 Quality Problems in Production Some management problems –workers are measured on the basis of time and cost –there are no quality objectives in worker appraisal systems –Employees are afraid to report errors –Quality control procedures are slighted

Chapter 813 Quality Problems in Production Some process problems: –product requirements are incomplete or unclear –the transformation process is not documented –the control process is not documented –the process is inappropriate Quality control problems Product-Specific problems –goods, service, and information

Chapter 814 Measuring Process Performance Management evaluation –executive interview –employee opinion survey Process improvement –build controls into a production process to measure process performance –build a system to collect data on the defects of products produced by the production process –build a system for analyzing the collected data and making process improvements

Chapter 815Questions?

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