Page 421 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

Design and Improvement of Service Processes—Process Management 379

1. Applying lean operation principles: For example, the future state
value stream map can be derived by applying lean operation principles
to the current state value map.
2. Brainstorming: The DFSS team can use brainstorming to generate
new designs.
3. Process knowledge: The process knowledge described in Sec. 10.3
can be used to generate design ideas. For example, if we identify our
process as a project shop–type process, then the redesign solution
should be based on project management techniques, such as redividing
the work breakdown structure, generating a different project network,
or redistributing the resource allocation.
Discrete event simulation experiments can be used as a valuable tool to try
out each design alternative. The evaluation of the simulation results will
help us to select the best design alternative.

10.6.5 Process Implementation
Process implementation involves final validation of the process and con-
trolled dissemination throughout an organization. This includes procuring
and installing tools and equipment required for the process, as well as
training activities required for correct application of the new process.

Even after the main features of the new or improved process have been
determined, the team must not rush to implement. It is likely that additional
refinements in the process will be required before it is ready for “prime
time.” A convenient method for validating the process is to develop small
pilot implementations, evaluate the performance of the pilot processes,
validate them in detail, and carry out refinements in detail. Refinements may
be found in different areas, from the sequence of steps in the process, to the
configuration of tools and resources selected, and even the documentation
of the process manual. The piloting, validation, and refinement might take
anywhere from a few days to several months. The validation plan and all the
necessary follow-through should be overseen by the DFSS team in order to
determine that all the process needs will be met.

Once validation is complete, final documentation of the process manual can
be developed. The process manual should serve as the document that will be
used as a reference for operating the process as well as all training and
future maintenance of the process. In documenting, reference should be
made to all the process documentation information that has been developed
in the mapping and design phases. The process manual should be doc-
umented in an attractive and easily understood manner. Optionally, new