Page 343 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Design and Improvement of Service Processes—Process Management 303

• Developing design alternatives for the process
• Analyzing the alternatives to establish one candidate as the best
process to be implemented
Process design employs many tools including quality function deploy-
ment, lean manufacturing principles, value stream mapping analysis,
computer simulation for evaluating the candidate process designs, and
decision analysis for resolving complex tradeoffs.
4. Process implementation: Process implementation involves final val-
idation of the process and controlled dissemination throughout the organ-
ization. This includes procuring and installing tools and equipment
required for the process, as well as training activities required for the
correct application of this new process.
5. Process maintenance: Process maintenance involves ongoing
monitoring of the process and periodic improvement to ensure process
performance remains high, despite changing internal and external
conditions.

This chapter is devoted to covering all-important aspects of process man-
agement. Section 10.2 discusses some basic aspects of processes. Section
10.3 discusses several types of processes, their performance metrics, and
process features. Section 10.4 describes several commonly used process
mapping approaches. Section 10.5 discusses lean operation principles,
Section 10.6 gives a detailed description of how process management works.
Section 10.7 gives a process management case study.

10.2 Process Basics

10.2.1 What Is a Process?

Processes occur in a wide variety of forms and in many different areas, but
the common factor is that every process consists of several steps that are
used to convert some kind of input into output. Inputs may be raw materials
or information, and outputs may be finished goods or services.
A process must be clearly distinguished from the tools and resources that
are used in the process. The essence of a process is in the act of doing—the
steps involved in doing something. The tools and resources are the means
whereby the doing is accomplished. The reason why the act of doing has to
be separated from the means for doing is that there may be a variety of tools,
resources, techniques, and methods used to achieve the same objective. In as
much as the process steps are distinguishable from the process tools and