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Process Analysis (Quantitative process analysis (Flow analysis (Cycle time…
Process Analysis
Quantitative process analysis
Performance measurement
Process performance dimension
time
cost
quality
flexibility
Flow analysis
Cycle time of a process
types
cycle time and work-in-process
measures
work-in-process (WIP)
arrival rate (λ)
WIP = λ x CT :red_flag:
cycle time efficiency
CTE = TCT / CT :red_flag:
cycle time
types of flow
Loop
CT = T/1-r
AND block
CT =
max T
of all activities :warning::
XOR block
CT = sum. of
(prob. x T)
simple flow
CT = sum. of
T
Applications and Limitations
AND block
cost =
sum. T
of all activities :warning:
#
Queue
models
Multiple-queue system (M/M/c)
ρ = λ / cμ :red_flag:
Single-queue system (M/M/1)
ρ = λ / μ :red_flag:
Computation
variables
:star: μ = mean number of customers that can be served per time unit
:star: ρ = occupation rate
if ρ > 100% : queue will be longer and longer :warning:
:star: λ = mean arrival rate per time unit
Computable parameters
Lq
avg. number of jobs in the
queue
:silhouette:
Lq = ρ^2 / (1 - ρ) : for M/M/1
Wq
avg. time a job spends in the
queue
:silhouettes:
Wq = Lq / λ
W
avg. time a job spends in the
system
:silhouettes:
W = Wq + 1/μ
L
avg. number of jobs in the
system
:silhouette:
L =λW
Simulation
Qualitative process analysis
Value-added analysis
Value classification
Value-adding (VA) :smiley:
tasks contributing to customer needs
Business-value adding (BVA) :smiley:
tasks contributing to
ensure the corectness
improve the company
Non-value adding (NVA) :smiley:
handover step b/w process participants
Waste elimination
by means of automation
handovers can be done by information system
eliminate some roles
move some works to other roles - less handovers
more work load to other roles
Root cause analysis
Cause-effect diagram
6M's :smiley:
Milieu
stemming from environment
Measurement
measurements / calculations made
Man
wrong assessment / incorrect performed step
Material
raw materials / data required as inputs
Method
stemming from the way the process is defined / understood / performed step
Machine
pertaining to the technology used
Why-why diagram
identify the recursive cause-effect relations b/w factors :black_flag:
Issue register
fields
name of issue
description
priority
assumptions
qualitative impact
quantitative impact
Pareto analysis
Pareto principle :smiley:
Small number of factors are responsible for the large share of given effect
80-20 principle
20 % of issues are responsible for 80% of the effect
Give priority to each issue :black_flag:
PICK chart :smiley:
classify the issue based on payoff and difficult
possible
implement
challenge
kill
