2.

1 PROCESS
ANALYSIS
OPERATIONS MANAGEMENT
AMJAD KADRI
 MEANING OF PROCESS ANALYSIS

Understanding process elements and the

relationships between them, and
identification of opportunities for
improvement.
 STEPS IN PROCESS ANALYSIS
1) Define individual steps in the process, the inputs into them, and the outputs
they produce.
2) Construct a flow diagram to demonstrate how the steps are related and how
the inputs flow through in the process.
3) Determine the capacity, efficiency and other properties of the various steps.
4) Identify any bottlenecks where a step has a lower capacity than all other
steps in its sequence.
5) Determine what the impact of removing these bottlenecks would be.
6) Carry-out a cost benefit analysis of increasing flow through the bottlenecks.
7) Decide what should be done to maximize the value of the process.
 OBJECTIVES OF PROCESS ANALYSIS
1) Recognize overlaps between functional areas.
2) Minimize and eliminate bottlenecks.
3) Describe skills & knowledge necessary for process analysis.
4) Perform a process analysis.
5) Determine the correlation between system components.
6) Given results of a process analysis and draft a summary
report.
 PROCEDURE OF PROCESS ANALYSIS
Step I : Identify Opportunities ( Suppliers relationship, New
service/ product development, Order fulfilment, & The
customer relationship)
Step II: Define the Scope
Step III: Document the Process
Step IV: Evaluate Performance
Step V: Re-Design the Process
Step VI: Implement Changes
 TECHNIQUES OF PROCESS ANALYSIS
I. FLOW CHART II. SERVICE BLUEPRINTS
Symbols PURPOSE
Terminal (Start or Finish) III. PROCESS CHARTS
Activity

Decision
Database Description
Connector to other parts
of the chart on another
page.
 DATA ANALYSIS TOOLS
Data Analysis Tools

Bar Chart / Histogram Block Diagram

Cause & Effect Analysis Control Chart

Pareto Analysis Scatter Diagram

Checklists Graphs
 IMPORTANCE OF PROCESS ANALYSIS
a) Real-time information on processesg) Enhanced safety.
and feedback. h) Leading to improvements in existing
b) Extensive information density & processes.
increased knowledge abouti) Transformation.
processes.
j) Optimization.
c) Optimization of production
processes. k) Facilitated exploration of new
materials & operating regimes, &
d) Increase production capacity.
l) Stabilization.
e) Optimization of energy consumption.
f) Reduced sample collection &
handling.
 LIMITATIONS / BOTTLENECKS
IN PROCESS ANALYSIS
a) Not connecting with strategic issues.
b) Not involving the right people in the right way.
c) Not giving the design teams & process analysts a clear charter &
holding them accountable.
d) Not being satisfied unless fundamental “re-engineering” changes
are made.
e) Not giving attention to implementation.
f) Not creating an infrastructure for continuous process improvement.