Process Analysis

Chapter 4

Old Way and New Way with

Omega
2
Sellers

1
3
Institutional
investment
manager

Brokerage
firm

Banks

5
6
7
Figure 4.1

A Systematic Approach to
Process Analysis
Define
scope
2
Identify
opportunity
1

Document
process
3

Implement
changes
6

Evaluate
performance
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
authorized

Customer
drops off
car

Mechanic
makes
diagnosis*

Discuss
needed
work with
customer*

Parts
available
Check
parts
availability

Perform
work

Parts not
available
Order
parts

Repair not authorized

Inspect/
test and
repair

Corrective
work
necessary
Customer
departs
with car

Collect
payment

Notify
customer

* = Points critical to the success of the service

= Points at which failure is most often experienced

Repair complete

Perform
corrected
work

Figure 4.6

Service Blueprint of Consulting

Companys Inventory Appraisal
Process

Figure 4.7

Process Charts
Process:
Subject:
Beginning:
Ending:

Emergency room admission

Ankle injury patient
Enter emergency room
Leave hospital
Insert Step
Append Step
Remove Step

Figure 4.8

Step
no.

Time
(min)

Distance
(ft)

1
2
3
4
5

0.50
10.0
0.75
3.00
0.75

15
40
40

6
7
8
9
10

1.00
1.00
4.00
5.00
2.00

60
200

11
12
13
14
15

3.00
2.00
3.00
2.00
1.00
4.00
2.00
4.00
1.00

200
60
180
20

16
17
18
19

Summary
Activity
Operation
Transport
Inspect
Delay
Store

Number
of steps

Time
(min)

Distance
(ft)

5
9
2
3

23
11
8
8

815

Step description
X

Enter emergency room, approach patient window

Sit down and fill out patient history
Nurse escorts patient to ER triage room
Nurse inspects injury
Return to waiting room

X
X
X
X
X
X

Wait for available bed

Go to ER bed
Wait for doctor
Doctor inspects injury and questions patient
Nurse takes patient to radiology

Technician x-rays patient

Return to bed in ER
Wait for doctor to return
Doctor provides diagnosis and advice
Return to emergency entrance area

X
X
X
X
X
X
X
X
X
X
X

Check out
Walk to pharmacy
Pick up prescription
Leave the building

Pareto Charts

Figure 4.9

Pareto Charts

Figure 4.10

Checker Board Airlines

Personnel

Equipment
Aircraft late to gate
Other

Mechanical failures

Late cabin cleaners

Unavailable cockpit crew

Weather

Late cabin crew

Air traffic delays

Late baggage to aircraft

Late fuel

Poor announcement of departures

Delayed
flight
departures

Weight/balance sheet late

Late food service

Contractor not provided
updated schedule

Materials

Passenger processing at gate

Delayed check-in procedure

Waiting for late passengers

Procedures

Source: Adapted from D. Daryl Wyckoff, New Tools for Achieving Service Quality. The Cornell Hotel and Restaurant
Administration Quarterly, November 1984, pg. 89. 1984 Cornell H.R.A. Quarterly. Used by permission. All rights reserved.

Figure 4.11

Wellington Fiber Board Co.

Tools for Improving Quality

Step 1Checklist
Step 2Pareto chart
Step 3Cause-and-effect diagram
Step 4Bar chart

Wellington Fiber Board Co.

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

Wellington Fiber Board Co.

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

Wellington Fiber Board Co.

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

Wellington Fiber Board Co.

Checklists
Headliner Defects
Defect type
A. Tears in fabric

Tally

Total

B. Discolored fabric
C. Broken fiber board

//

D. Ragged edges
Total
Figure 4.12

Wellington Fiber Board Co.

Checklists
Headliner Defects
Defect type
A. Tears in fabric

Tally

Total

B. Discolored fabric
C. Broken fiber board

//

D. Ragged edges

/
Total

Figure 4.12

Wellington Fiber Board Co.

Checklists
Headliner Defects
Defect type

Tally

Total

A. Tears in fabric

////

B. Discolored fabric

///

C. Broken fiber board

//// //// //// ////

//// //// //// /

D. Ragged edges

//// //

7
Total

Figure 4.12

36
50

Wellington Fiber Board Co.

Pareto Chart
50

30

60

20

40

10

20

Figure 4.12

80

Defect type

Cumulative percentage

Number of defects

40

100

Wellington Fiber Board Co.

Cause-and-Effect Diagram
People
Materials
Training
Out of specification
Not available

Absenteeism
Communication

Machine maintenance

Humidity
Schedule changes

Machine speed
Wrong setup

Other
Process
Figure 4.12

Broken
fiber
board

Bar Chart

Number of broken fiber boards

Wellington Fiber Board Co.

20
15
10
5
0

First
Figure 4.12

Second
Shift

Third

Flowchart of Bank
Entrance

Buffer

Work Station

Buffer

Door

Line

Teller

Served Customers

(a) Flowchart for one-teller bank

Work Station
Teller 1
Entrance
Door

Buffer
Line

Buffer
Served Customers
Work Station
Teller 2

(b) Flowchart for two-teller bank

Figure 4.13

Simulation Results of Bank

Element

Element

Types

Names

Statistics

Overall
Means

Entrance(s)

Door

Service level

0.90

Buffer(s)

Line

Mean inventory

4.47

Mean cycle time

11.04

Figure 4.14

Simulation

Figure 4.15(a)

Simulation

Figure 4.15(b)

Simulation

Figure 4.15(c)

Flowchart
of
Telephone
Ordering
Process
Solved Problem 1

Figure 4.16

Process Chart for Changing Engine Oil

Solved
Problem
2

Process:
Subject:
Beginning:
Ending:

Changing engine oil

Mechanic
Direct customer arrival
Total charges, receive payment
Insert Step
Append Step
Remove Step

Figure 4.17

Step
no.

Time
(min)

Distance
(ft)

1
2
3
4
5

0.80
1.80
2.30
0.80
0.60

50.0
30.0
-

6
7
8
9
10

0.70
0.90
1.90
0.40
0.60

70.0
50.0

11
12
13
14
15

4.20
0.70
2.70
1.30
0.50

40.0
40.0

16
17
18
19
20

1.00
3.00
0.70
0.30
0.50

80.0
50.0

21

2.30

Summary
Activity
Operation
Transport
Inspect
Delay
Store

Number
of steps

Time
(min)

Distance
(ft)

7
8
4
1
1

16.50
5.50
5.00
0.70
0.30

420

Step description
X

Direct customer into service bay

Record name and desired service
Open hood, verify engine type, inspect hoses, check fluids
Walk to customer in waiting area
Recommend additional services

X
X
X
X
X

Wait for customer decision

Walk to storeroom
Look up filter number(s), find filter(s)
Check filter number(s)
Carry filter(s) to service pit

X
X
X
X
X

Perform under-car services

Climb from pit, walk to automobile
Fill engine with oil, start engine
Inspect for leaks
Walk to pit

X
X
X
X
X
X
X
X
X
X

Inspect for leaks

Clean and organize work area
Return to auto, drive from bay
Park the car
Walk to customer waiting area
Total charges, receive payment

Vanishing Cream Analysis

Solved Problem 4
40
90%

36
78%

Frequency of defects

32

Figure 4.18

100%

90
80

28

70

24

60

20

48%

50

16

40

12

30

20

10

0
Label

Fill

Mix

Seal

Cumulative percentage of defects

100