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 PROCESS
OPTIMIZATION

“94% of problems in business are

systems driven and only 6% are
people driven.”
– W. Edwards Deming
 PART A

TRIAGING
 STRATEGY ALIGNMENT

Triaging
 STRATEGY ALIGNMENT
Voice of The Customer & Business
• Outside-in
• Drivers of satisfaction and loyalty
• Growth and retention analytics
• Establish vision/mission

SET DIRECTION &

DEPLOY GOALS Hoshin Planning – Catch Ball
• Define top-level imperatives
• Define Measures of Success
• Launch Business Planning Process

IMPLEMENT
INITIATIVE & PROJECTS Aligned Performance Plans
• Align All plans to corporate strategy
• Align core processes, process measures
• Integrate improvement initiatives
• Balance contributions to gap-closure requirements
REVIEW AND MANAGE
ADJUST & FEEDBACK
Management Reviews
• Review performance regularly
• Manage overall effects and market changes
• Analyze causes of gaps
EXECUTE THROUGH • Assess impact of gaps

MANAGED PROCESSES
Methods
• Improvement Methods:
• DMAIC, BPM
• Lean, QbD, RCCA

Triaging 5
 GAP ANALYSIS CHART
Gap Analysis Chart involves the comparison of actual performance with potential or desired performance. This chart helps
the company to take remedial action as required to overcome the gap.

Objectives Current State Future State Gap Identification Gap Description Factors Remedial Action

• Sales personnel are not • Review & Training based

25 million/annum by next three 15 million/annum is the proficient with latest tools on the same
To increase annual revenue 10 million/annum
years difference • Flawed processing of • Update the order
orders at Sales Office processing software

Profitability to be @ 8% on
Average 8% on sales Average 8% on sales N/A N/A N/A
sales

Lack of employee morale at Employee morale to be Update the HR Manual in sync

Employee morale Lack of clarity in HR policy Outdated HR Manual
workplace enhanced with current environs

Product just launched so it has Conduct review among existing

Product feature & Limited features & To improve the same by next
Does not have uniqueness limited features & customers & improve the
functionalities functionalities year
functionalities product based on the same

Triaging 6
 Gap Analysis Matrix is a specialized relationship Matrix that is used to record gaps that exist
GAP ANALYSIS MATRIX between two versions of some part of an enterprise.

HAVE NEED

Understanding about the BUSINESS… To Find Out about the BUSINESS…

Business Concepts: Terms, Meanings, Relationships Business Concepts: Terms, Meanings, Relationships

Business Process: Workflow Business Process: Workflow

Decision Points, Criteria Decision Points, Criteria

Business Rules: Possible States Business Rules: Possible States

Changes/Transitions (Criteria, Scenarios) Changes/Transitions (Criteria, Scenarios)
Formulas, Parameters Formulas, Parameters

Reports: Metrics, Slicers Reports: Metrics, Slicers

Views: Query Logic Views: Query Logic

ETL: Transformation Logic ETL: Transformation Logic

Tables: Facts, Dimensions, Reporting, Staging

Tables: Facts, Dimensions, Reporting, Staging

Data: Coverage, Quality, History Data: Coverage, Quality, History

Source: Availability, Connection, Understanding Source: Availability, Connection, Understanding

HAVE in EDW… NEED in EDW…

Triaging 7
 COMPLEXITY &
UNCERTAINTY

Look for ways to deconstruct project to reduce complexity Look for ways to deconstruct project to reduce complexity
High & minimize interactions, focus on bringing clarity quickly & minimize interactions, focus on detailed planning will
to Items/Paths with high uncertainty have high ROI
Degree of Complexity

Straightforward project that lends itself to basic project

Project steps are straightforward; focus on bringing clarity
Low management techniques, minimizing project management
quickly to Items/Paths with high uncertainty.
overhead to maximum efficiency.

Low High

Degree of Complexity

Triaging 8
 TIME
COST
Schedule overruns
Budget Expenditure
Tasks omitted from Schedule
Unanticipated Cost
Opportunity to compress Schedule

RESOURCES
COMMUNICATION
RISK Team in under-resourced
Poor Communication (Stakeholder
dissatisfaction) IDENTIFICATI Materials Shortage
Machinery Unavailable
Positive & timely communications (positive

ON
Industrial Action
publicity)
Skills gap

ENVIRONMENTAL
SCOPE
Bad weather results in re-work
Scope creep
Weather delays progress
Scope poorly defined
Adverse environmental effects occur
Project changes poorly managed
Environmental approvals not compiled with

Triaging 9
 RISK MANAGEMENT PLAN

Existing Risk Proposed Risk

Additional Person
Type of Risk Outcome Treatment Rating Treatment Actions Target Date
Resources Responsible
Actions in Place To Mitigate Risk

Detailed
Performance Proper Assessment of
Strategic Risk 2 Understanding Your Text Here 31.4.2022 John Abraham
Deterioration Underlying Strategies
of the market

Detailed
Performance Proper Assessment of
Strategic Risk 2 Understanding Your Text Here 31.4.2022 John Abraham
Deterioration Underlying Strategies
of the market

Detailed
Performance Proper Assessment of
Strategic Risk 2 Understanding Your Text Here 31.4.2022 John Abraham
Deterioration Underlying Strategies
of the market

Detailed
Performance Proper Assessment of
Strategic Risk 2 Understanding Your Text Here 31.4.2022 John Abraham
Deterioration Underlying Strategies
of the market

Triaging 10
 PROCESS MAP

Terminal Used both where the process starts and ends

Activity Task or activity in the process

Decision Point A decision is made. Different process paths and actions are taken as result from different decisions.

Subprocess Sub-process steps included within this item.

Document A written or electronic document is produced as an output of actions in the process

Database Database of information involved with this step.

Input/output Input or output to a process, such as information or a report

Continue process map on another page when it wont fit on only one. Put a letter (A or B etc.) inside the circle where you end on one page, and put that
Connector same letter in another circle at point the process continues on the next page

Triaging 11
 PROCESS MAP

No

Determine Customer Needs Effectiveness Yes Communication

Customer
Executives

Customer Profile Measures Success

Needs Met?
Needs

Mission (Quality Mission Meeting Minutes

Management Review
Policy)

Management
Review
Business Leaders

Objectives
Objectives Deployment

Assessment Gap
Training Needs Project Plan Audit Report
Action Planning Audit Audit Program

Failure Analysis Process Capability Measurement Process Configuration

Process Map Control Plan Implement Process
Operations Staff

Process Analysis PFMEA Cpk (SPC) Analysis USA Specification Management

Documentation

Training
Process Documentation Procedures Records & Forms Work Instructions Job Description Training Plan Audit Checklist
Training Assessments/Test
Development

Triaging 12
 PROCESS IMPROVEMENT
ROADMAP

Improvement Where we are Where we want to Where we want to Where we want to Where we want to
Measurables
Goals now be in 6 months be in 12 months be in 18 months be in 24 months
A good improvement roadmap should answer
the following questions:
Breakdown
Spoilage Spoilage rate is too Defect awareness Spoilage rate less Spoilage rate less
analysis system in Spoilage rate
reduction high (>8%) program to all than 5% than 4%
place
Where we are now?

Where we want to be?

Internal Audit is Current audit Audit system
Internal Audit Audit score above Audit score above
not effective practices reviewed covers all Audit score
Development 80% 90%
enough and improved functional areas
What is the time needed to reach our goals?

What performance indicators are needed to assess Poor workplace

5S awareness 5S procedures & 5S Audit score 5S Audit score
the progress against the established goals and milestones? 5S Improvement organization & 5S Audit score
program to all practices in place above 75% above 85%
conditions

Triaging 13
 PROCESS IMPROVEMENT
ROADMAP

Improvement Where We
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter Measurables
Goals Are Now

Spoilage Spoilage rate is Conduct defect awareness Develop and implement a

program to all breakdown analysis system Spoilage Rate
Reduction too high (>8%)

Internal Audit Internal Audit is not Review and Improve the Current
Audit Practices Audit Score
Development effective enough

Poor workplace Conduct 5s Awareness

5S to all
organization & 5S Audit Score
Improvement
conditions

Triaging 14
 IMPLEMENTATION GANTT
CHART
Week 1 Week 2 Week 3 Week 4

Write Landing Page Copy 60%

Approve Page Copy 60%

Review Landing Page 60%

Build Landing Page 60%

Code Review Landing Page 60%

Write Promotional Email 60%

Design Promotional Email 60%

Send Promotional Email 60%

Analyze Campaign Results 60%

Plan Agenda for Meeting 60%

Reserve Room 60%

Finalize Presentation 60%

Approve Presentation 60%

Create Invitation 60%

Month - April 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Triaging 15
 PART B

FRAMEWORKS
 ROOT CAUSE ANALYSIS – TREE
DIAGRAM
OPEN PHASE NARROW PHASE CLOSE PHASE

The first is the brainstorming phase. Here, the team comes up

with any possible issue that might be causing the problem. The team narrows down the possible ideas to as few as Once several potential issues are identified, the team

The idea here is to generate as many ideas as possible possible, proving most of the theories wrong validates the final short-list of problems.

(without filtering any)

Possible Root Cause

Symptom of Problem

Possible Root Cause

Apparent Actual Root

Symptom of Problem Possible Root Cause
Problem Cause

Possible Root Cause

Symptom of Problem

Possible Root Cause

Frameworks 17
 ROOT CAUSE ANALYSIS – FISHBONE (ISHIKAWA) DIAGRAM

MACHINE METHOD MATERIAL

Cause Cause Cause

Tools are worn Instructions were unclear Screws were worn

Cause Cause Cause

Tools are no the right size Instructions were not followed Screws were the wrong size

PROBLEM
12% of product fails
inspection for screw
alignment

Cause Cause
Employee has not been trained The correct gauge was not used to
measure the parts

Cause Cause
Employee Fatigue The gauge was not zeroed before
measuring the parts

MAN/MIND POWER MEASUREMENT

Frameworks 18
 ROOT CAUSE ANALYSIS – 5 WHY’S METHODS

Why?
Because they raised their rates by 20%

WHY
?
Why?
Because the finance department rejected working with
the original company
WHY?

Why?
Because they’re sourced by a different company
WHY?

Why?
Because a big chunk of the leads are cold & uninterested
WHY?

Why are the sales down?

WHY?
Because the sales team isn’t closing as much as they used to

Frameworks 19
 5S METHODOLOGY

Sort Set in order Shine Standardize Sustain

SEIRI SEITON SEISO SEIKETSU SHITSUKE

• Sort all items in the workspace • Analyze the workspace according to • Check if everything is in its place • Brainstorm possible standardization • Respect existing regulations to keep
• Keep what is necessary the previously established storage • Check if some items must be moved conditions the workspace carefully organized
PROCEDURE

• Eliminate what is unnecessary plan • Clean and inspect after each shift • Explain the identified conditions according to standards
• Reduce the number of articles to the • Target items to move from the area • Check if cleaning, repairs or • Select, test and adopt specific • Ensure that all employees have
minimum quantity needed • Decide where the items must go replacements are needed conditions received training related to the
• Make the new location for these • Check if specific equipment needs • Maintain and monitor selected procedures
items visually apparent repair conditions • Inform all employees and encourage
their involvement

o Examine the workspace and use the o Establish the criteria for item o Consistently define all tasks o Prepare standardization chart o Establish a 5S sustainability plan
list of tools and components as location o Ensure all team members fully o Identify standardization problems o Ensure management supports the
marking criteria o Establish and gather all necessary understand their responsibilities o Define ideal conditions to sort, sustainability plan
o Use a red tag to mark all non- equipment o Establish appropriate cleaning organize and clean o Inform all employees of 5S
essential items o Identify and relocate major methods o Make all standards clear and visible standards and objectives
CHECKLI

o Gather all marked items equipment. Use the zone's map to o Provide proper tools and supplies o Monitor and improve standards o Identify problems related to
o Designate a holding area for all find the most appropriate spot. o Carry out initial cleaning o Continue sorting, organizing and standards
ST

marked items & make sure it’s Prepare a relocation plan and have it o Replace wires, pipes, tubes, etc. cleaning to enhance standardization o Create and maintain a 5S
highly visible approved. conditions communication board, so all
o Create & implement a storage plan o Decide which small objects to move. employees throughout the plant
to dispose of all unnecessary items Decide on the best location. Move understand the 5S system
o Keep track of all items removed and identify small items and set up o Continue to improve upon standards
from the zone location indicators. and visual cues.

Frameworks 20
 STEP 1 SCORE STEP 2 SCORE STEP 3 SCORE
SORT 02 SET IN ORDER 02 SHINE 02

Only REQUIRED items in the following categories are present in the Clear identification an proper placement of: Workstation is sufficiently clean in following areas
workplace:
7. Equipment & Machinery
12. Stop switches & breaker 15. Tools 20. Paperwork
1. Equipment 4. Spare Parts 
8. Tools 13.
 Fire Suppression Eqpmnt. 16. Equipment 21.
 Location for Containers
2. Tools 5. Paperwork
9. Location for Containers 17. Work Surfaces
3. Furniture
10. Paperwork  18. Walls, partitions & roof


11. PPE-required work areas 19. Floor

14. Aisles forklift lanes, pedestrian walkways and hazardous 22. Cleaning equipment is nearly stored and easy to find
areas are clearly mark
6. All Tripping hazards removed from work area

STEP 4
STANDARDIZE
SCORE
01
STEP 5
SUSTAIN
SCORE
01 5S AUDIT SCOREBOARD
23. Tools, equipment, paperwork is stored & returned to place  29. Tools, equipment, paperwork is stored & returned to place 
0 1 2 3 4 5
24. Equipment maintenance records visible & 30. Management has participated in audit within the past
communicate when last maintenance occurred three audit cycle No Effort Slight Effort Moderate Average Above Avrg. Outstanding
Effort Results Results Results

25. Trash cans and other waste-preventive tools are present 25. Trash cans and other waste-preventive tools are present

26. Work conditions meets all appropriate standards 26. Work conditions meets all appropriate standards
Total Audit Score Previous Audit Score

27. Results of previous audit is posted and visible 27. Results of previous audit is posted and visible
05 04
28. Team has addressed issues expressed in previous audits 28. Team has addressed issues expressed in previous audits

Audit Date: 12.12.2021 Audited By: John Schimel

Frameworks 21
 1
Get Employees Involved

7 2
Repeat on an ongoing basis Gather a lost of problems

KAIZEN CYCLE FOR

CONTINUOUS IMPROVEMENT
6 Kaizen requires identifying areas for improvement, creating solutions and plans
3
If Successful, adopt the Encourage solutions then
for a rollout – and then cycling through the process again for other issues that
solution choose an Idea
were inadequately addressed.

5 4
Regularly measure &
Test the solution
analyze the results.

Frameworks 22
 KAIZEN - 4M CHECKLIST
MAN (Operator) MACHINE (Facilities)

 Does he follow standards?  Is he experienced?  Does it meet production requirements?  Does it meet precision requirements?

 Is his work efficiency acceptable?  Is he assigned to the right job?  Does it meet process capabilities?  Does it make any unusual noise?

 Is he accountable?  Is he willing to improve?  Is the lubrication adequate?  Is the layout adequate?

 Is he qualified?  Does he maintain good human relations?  Is the lubrication adequate?  Are there enough machine/ facilities?

Is the operation interrupted due to

 Is he problem conscious?  Is his work efficiency acceptable?   Is everything in good working order?
machine troubles?

MATERIAL METHOD

 Are there any mistakes in volume?  Is there any waste in material?  Are the work standards adequate?  Is the sequence of work adequate?

 Are there any mistake in grade?  Is the handling adequate?  Is the work standard upgraded?  Is the setup adequate?

Are there any mistakes in the brand

  Is the work-in-progress abandoned?  Is it a safe method?  Are temperature and humidity adequate?
name?

Is it a method that ensures a good

 Are there impurities mixed in?  Is the storage layout adequate?   Are lighting and ventilation adequate?
product?
Adequate contact with the previous and
 Is the inventory level adequate?  Is the quality standard adequate?  Is it an efficient method? 
the next process?

Frameworks 23
 SIX SIGMA - DMAIC

DEFINE MEASURE ANALYZE IMPROVE CONTROL

Define the problem and what Measure Defects and Process Analyze the Data and Discover Improve the process to remove Control and monitor your
customer requires Operation Causes of Defects causes of defects improvement
1. Select Project – CTO’s 1. Identify project output metric 1. Identify root causes 1. Identify solution 1. Implement process control

2. Create Project Charter 2. Develop data collection plan 2. Validate root causes and determine 2. Refine and test solutions 2. Prepare roll-out solution
3. Develop High-level process map 3. Establish process baseline VITALFEW 3. Cost benefit calculation 3. Project closure
3. Quantify the opportunity

Project Initiation document and

project selection

Frameworks 24
 SIX SIGMA CONTROL
CHART
Time (minutes) Prepared By Date Document No.

Process Name Approved By Date Initiation Date

Project ID Process Owner Revision No.

Project Scope Page Number of/to Revision Date

CTQ Specification
Applicable
Process Specific Who Corrective
Unit Data Description Measure Method Sample Size Frequency Where Recorded Standard
Step Character Measures Action
KPIV KPOV LSL USL Operating

Outer Replace
Polishing  0.0004 0.0006 mm Variables Optical comparator 10 parts/lot Hourly Operator X-bar PM-005
Diameter paper


Time Late = Each Each Prod. Conduct
Delivery Due date 98% 100% Attribute P chart PC-001, 002
delivery 1 defect delivery delivery Control 5 why

Outer Replace
Polishing  0.0004 0.0006 mm Variables Optical comparator 10 parts/lot Hourly Operator X-bar PM-005
Diameter paper

Time Late = Each Each Prod. Conduct

Delivery  Due date 98% 100% Attribute P chart PC-001, 002
delivery 1 defect delivery delivery Control 5 why

Outer Replace
Polishing  0.0004 0.0006 mm Variables Optical comparator 10 parts/lot Hourly Operator X-bar PM-005
Diameter paper

Time Late = Each Each Prod. Conduct

Delivery  Due date 98% 100% Attribute P chart PC-001, 002
delivery 1 defect delivery delivery Control 5 why

Frameworks 25
 DMAIC A3 REPORT

Event/project title:
Define - Background (Complete before event/project)

Why are we talking about it? Process owners Process experts Process outsiders Event/project facilitators

DEFINE
Define - Current Conditions (Complete before meeting)
Dates Team room
Where are we today and what is the problem?

Improve - Proposed Countermeasures (complete during event)

Goals/Target (Complete before meeting)
What is out plan to reach future state? Will our countermeasures work?
• Reduce Lead Time and/or WIP by 50%
MEASURE • Reduce process steps/touches by 50% IMPROVE
• Reduce Distance traveled and/or space by 50% Improve - Action Plans (Complete during or at the end of event)
• Establish and/or Improve Standard Work and 7S
List who will do what by when to implement the necessary changes.

Analyze (Complete during event/project) Follow-up (Complete after event/project)

ANALYZE • What is the root cause(s) of the problem? Use diagram to illustrate the possible
CONTROL • What issues can be anticipated? Ensure actions are completed and shared
root causes

Frameworks 26
 • Conduct functional analysis
• Deploy requirements to functions (QFD#2)
• Resolve contradictions (TRIZ)
• Generate design concepts
• Evaluate/select design concepts

• Develop design elements

• Understand/Analyze Requirement • Deploy functions to elements (QFD#3)
• Translate requirements into measures • Cascade requirements
• Set performance targets • Stack capabilities
• Deploy needs to requirements (QFD#1) • Test/Optimize Design
• Deploy to process variables (QFD#4)

• Launch pilot
• Prepare Charter
• Assemble the team SIX SIGMA ANALYSIS: • Verify/Validate design
• Plan for/transition to production
• Prepare Project Plans
• Assess risk DMADV • Manage product lifetime

Frameworks 27
 “DRUM-ROPE-BUFFER”

Workstation C
Workstation A Workstation B
CONSTRAINT

Work-In- Finish
Raw Materials 500 Units 600 Units 400 units Ship
Process Good

ROPE BUFFER DRUM

Rope is a signal from a constraint

Buffer Ensures a constraint for Drum determine s the total throughput
(drum) indicating the amount of
continuous operation of the entire system.
materials to be released

Frameworks 28
 DEMING CYCLE (PDCA)

• ARTICULATE what the problem/opportunity is

• GATHER information/data to quantify the extent of

• EXECUTE your solution into a much scale the problem
environment
• ASSESS any improvement effort if they are
• ADJUST your solution approach and re-test it successful or not
again if needed
• DEFINE what the success metrics are

Continuous
improvement
• ANALYZE the aftermath of the experiment
• TEST Each solution in a small-scale project or
• ASSESS each solution’s viability and effectiveness
environment
• REVIEW how the results go against the success
• TRACK Data based on the success metrics
metrics

• HIGHLIGHT any issues that appeared during the

experiment

Frameworks 29
 THEORY OF CONSTRAINTS
01 (TOC)
Identify the System
Constraints

NO. STEP STRATEGIES

05 02
Repeat the above steps if
Exploit the system
you have created a new 1 Identify the System Constraints Strategies Here
Constraints
constraint

TOC 2 Exploit the system Constraints Strategies Here

Subordinate & Synchronize everything else to the

3 Strategies Here
exploitation decision
03
Subordinate &
04 Synchronize everything
4 Elevate the Constraint Strategies Here

Elevate the Constraint else to the exploitation

decision Repeat the above steps if you have created a new
5 Strategies Here
constraint

Frameworks 30
 CURRENT REALITY TREE

Unhappy Customer

Incidents said to be “Fixed” remain not

There are lots of incident. Incidents take a long time to resolve
working

Product is not well tested before release Features are poorly developed It takes a long time to get an incident fixed It takes a long time to get a fix verified Fixes aren’t well tested

Developers don’t have enough time for

Developers are not skillful enough Lack of testing staff
bug fixing

Developers Spend Most of their time on

developing new features

Frameworks 31
 TOYOTA
PRODUCTION SYSTEM
The right products in the
Goal: highest quality, lowest cost, shortest lead time right quantity and at the
right time

Providing operators or machines

the ability to detect when an Jidoka Just-in-time
abnormal condition has occurred
and immediately stop work. The available production time
divided by customer requirement
• Stop and notify of • Takt Time
abnormalities
• Pull Production
• Separate Human work and
• Continuous Flow
machine work A method of production control
where downstream activities
signal their needs to upstream
Leveling the type and quantity of
processes
production over a fixed period of Pillar I Pillar II
time (Sakichi Toyoda) (Kiichiro Toyoda)

Heijunka STANDARDIZED WORK Kaizen Continuous improvement of an

entire value stream or an individual
process to create more value with
STABILITY less waste

Frameworks 32
 KANBAN BOARD
Product Backlog (3) To Do (5) In Progress (4) Done (3)

Sarah Jason  Sarah  Nat Jason  Jason 

As a user, I am able to search for documents so I can Release fix for search for document bug Identify a solution to fix “unable to search for Find existing code and identify why users are not
find them more easily. documents” bug able to search for documents

Ralph 

Complete automatic testing for new search feature

code written

Sarah Jason  Jason  Ralph Jason  Sarah 

As a site visitor, I can compare different types of Publish pricing Page Identify a solution to fix “unable to search for Find existing code and identify why users are not
accounts to see which account type suits me best documents” bug able to search for documents

Nat 

Write code for pricing page

Sarah Jason  Jason  Ralph Jason  Sarah 

As a site visitor, I can compare different types of Publish pricing Page Write code for feedback form Find existing code and identify why users are not
accounts to see which account type suits me best able to search for documents

Nat 

Write code for pricing page

Frameworks 33
 ANDON BOARD

Legend Production Line Status Total issues Occurred

Today
Production has stopped
Line 1 : Needs Assistance Total issues

Issue has been detected

Total Detected: 8 11

Line 2 : Running Total Stops: 3

Producing as normal
Production Line 1

STATION 1 STATION 2 STATION 3

Run time per hour 4 Mins Run time per hour 4 Mins Run time per hour 4 Mins

Down time per hour 56 Mins Down time per hour 56 Mins Down time per hour 56 Mins
Production Line 2

STATION 4 STATION 5 STATION 6

Run time per hour 4 Mins Run time per hour 4 Mins Run time per hour 4 Mins

Down time per hour 56 Mins Down time per hour 56 Mins Down time per hour 56 Mins

Frameworks 34
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