Process Analysis

Process Analysis
To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.
Old Way and New Way with
Omega
2
Sellers
1
3
Institutional
Brokerage
investment
manager firm
8
4 Banks
5
6
7 9
Figure 4.1
A Systematic Approach to
Process Analysis
Define
scope
2
Identify Document
opportunity process
1 3
Implement Evaluate
changes performance
6 4
Redesign
process
5
Figure 4.2
Flowchart of the Sales Process
for a Consulting Company
Figure 4.3
Flowchart of Nested Subprocess
of Client Agreement and Service
Delivery Step
Figure 4.4
Flowchart of the Process Showing
Handoffs Between Departments
Figure 4.5
Flow Diagrams
Service visible to customer Service not visible to customer
Repair Parts
authorized available
Discuss
Customer Mechanic Check
needed Perform
drops off makes parts
work with work†
car diagnosis* availability†
customer*
Parts not
available
Inspect/
Order
Repair not authorized parts
test and
repair
Corrective
work
necessary
Customer Repair complete Perform

Collect Notify
departs corrected
payment customer
with car work
* = Points critical to the success of the service

†
= Points at which failure is most often experienced Figure 4.6
Service Blueprint of Consulting
Company’s Inventory Appraisal
Process
Figure 4.7
Process Charts
Summary
Process: Emergency room admission
Subject: Ankle injury patient Number Time Distance
Beginning: Enter emergency room Activity of steps (min) (ft)
Ending: Leave hospital
Operation 5 23 —
Insert Step Transport 9 11 815
Inspect 2 8 —
Append Step
Delay 3 8 —
Remove Step Store — — —
Step Time Distance

no. (min) (ft)
Step description
1 0.50 15 X Enter emergency room, approach patient window

2 10.0 - X Sit down and fill out patient history
3 0.75 40 X Nurse escorts patient to ER triage room
4 3.00 - X Nurse inspects injury
5 0.75 40 X Return to waiting room
6 1.00 - X Wait for available bed
7 1.00 60 X Go to ER bed
8 4.00 - X Wait for doctor
9 5.00 - X Doctor inspects injury and questions patient
10 2.00 200 X Nurse takes patient to radiology
11 3.00 - X Technician x-rays patient
12 2.00 200 X Return to bed in ER
13 3.00 - X Wait for doctor to return
14 2.00 - X Doctor provides diagnosis and advice
15 1.00 60 X Return to emergency entrance area
4.00 -
16 X Check out
2.00 180
17 X Walk to pharmacy
4.00 -
18 X Pick up prescription
Figure 4.8 19
1.00 20
X Leave the building
Pareto Charts
Figure 4.9
Pareto Charts
Figure 4.10
Checker Board Airlines
Equipment Personnel
Aircraft late to gate Passenger processing at gate
Other Mechanical failures Late cabin cleaners
Weather Unavailable cockpit crew
Air traffic delays Late cabin crew
Delayed
flight
Late baggage to aircraft departures
Poor announcement of departures
Late fuel
Weight/balance sheet late
Late food service
Delayed check-in procedure
Contractor not provided
updated schedule Waiting for late passengers
Materials Procedures
Source: Adapted from D. Daryl Wyckoff, “New Tools for Achieving Service Quality.” The Cornell Hotel and Restaurant
Figure 4.11
Administration Quarterly, November 1984, pg. 89. © 1984 Cornell H.R.A. Quarterly. Used by permission. All rights reserved.
Wellington Fiber Board Co.
Tools for Improving Quality
 Step 1—Checklist
 Step 2—Pareto chart
 Step 3—Cause-and-effect diagram
 Step 4—Bar chart
Checklists
Headliner Defects
Defect type Tally Total
A. Tears in fabric
B. Discolored fabric
C. Broken fiber board
D. Ragged edges
Total
Figure 4.12
Checklists
Headliner Defects
A. Tears in fabric
C. Broken fiber board /
D. Ragged edges
Total
Figure 4.12
Checklists
Headliner Defects
A. Tears in fabric
C. Broken fiber board //
D. Ragged edges
Total
Figure 4.12
Checklists
Headliner Defects
A. Tears in fabric /
D. Ragged edges
Total
Figure 4.12
Checklists
Headliner Defects
A. Tears in fabric /
D. Ragged edges /
Total
Figure 4.12
Checklists
Headliner Defects
A. Tears in fabric //// 4
B. Discolored fabric /// 3
C. Broken fiber board //// //// //// ////
//// //// //// / 36
D. Ragged edges //// // 7
Total 50
Figure 4.12
Pareto Chart
50 100
Cumulative percentage
40 C 80
Number of defects
30 60
20 40
10 D 20
A B
0 0
Figure 4.12 Defect type
Cause-and-Effect Diagram
People
Materials
Training
Out of specification Absenteeism
Not available Communication
Broken
fiber
Humidity Machine maintenance board
Schedule changes Machine speed
Wrong setup
Other
Process
Figure 4.12
Bar Chart 20
Number of broken fiber boards 15
10
0 First Second Third

Figure 4.12 Shift
Flowchart of Bank
Entrance Buffer Work Station Buffer
Door Line Teller Served Customers
(a) Flowchart for one-teller bank
Work Station
Teller 1
Entrance Buffer Buffer

Door Line Served Customers
Work Station
Teller 2
(b) Flowchart for two-teller bank Figure 4.13

Flowchart
of
Telephone
Ordering
Process
Solved Problem 1
Figure 4.16
Process Chart for Changing Engine Oil
Summary
Solved
Process: Changing engine oil
Subject: Mechanic Number Time Distance
Beginning: Direct customer arrival Activity of steps (min) (ft)
Problem Ending: Total charges, receive payment

Operation
Transport
7
8
16.50
5.50
—
420
2
Insert Step
Inspect 4 5.00 —
Append Step
Delay 1 0.70 —
Remove Step Store 1 0.30 —
Step Time Distance

no. (min) (ft)
Step description
1 0.80 50.0 X Direct customer into service bay

2 1.80 - X Record name and desired service
3 2.30 - X Open hood, verify engine type, inspect hoses, check fluids
4 0.80 30.0 X Walk to customer in waiting area
5 0.60 - X Recommend additional services
6 0.70 - X Wait for customer decision
7 0.90 70.0 X Walk to storeroom
8 1.90 - X Look up filter number(s), find filter(s)
9 0.40 - X Check filter number(s)
10 0.60 50.0 X Carry filter(s) to service pit
11 4.20 - X Perform under-car services
12 0.70 40.0 X Climb from pit, walk to automobile
13 2.70 - X Fill engine with oil, start engine
14 1.30 - X Inspect for leaks
15 0.50 40.0 X Walk to pit
16 1.00 - X Inspect for leaks
17 3.00 - X Clean and organize work area
18 0.70 80.0 X Return to auto, drive from bay
19 0.30 - X Park the car
20 0.50 50.0 X Walk to customer waiting area
Figure 4.17
21 2.30 X Total charges, receive payment
Vanishing Cream Analysis
Solved Problem 4
40 100
90%
Cumulative percentage of defects

36 100% 90
78%
32 80
Frequency of defects
28 70
24 60
48%
20 50
16 40
12 30
8 20
4 10
0 0
Label Fill Mix Seal
Figure 4.18

Process Analysis

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Process Analysis

Customer Repair complete Perform

* = Points critical to the success of the service

Step Time Distance

1 0.50 15 X Enter emergency room, approach patient window

Aircraft late to gate Passenger processing at gate

Other Mechanical failures Late cabin cleaners

Weather Unavailable cockpit crew

Air traffic delays Late cabin crew

Number of broken fiber boards 15

0 First Second Third

Door Line Teller Served Customers

(a) Flowchart for one-teller bank

Entrance Buffer Buffer

(b) Flowchart for two-teller bank Figure 4.13

Problem Ending: Total charges, receive payment

Step Time Distance

1 0.80 50.0 X Direct customer into service bay

Cumulative percentage of defects

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