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Chapter 3: Other Process Improvement and Quality Methods - Coggle Diagram
Chapter 3: Other Process Improvement and
Quality Methods
Delivering quality goods and services while increasing profits is the goal of all thriving businesses.
It is beneficial to comprehend other approaches to quality and process improvement, such as Lean and JumpStart.
Gaining support for Six Sigma plans is facilitated by placing Six Sigma inside a larger quality management framework.
Lean Process Management
Lean concepts, which emphasize waste reduction and continual improvement, are in line with Six Sigma.
Kaizen, which means "change for the better," is a fundamental Lean tool for continuous enhancements.
Businesses that apply lean concepts can save expenses and boost performance.
Total Quality Management (TQM)
TQM is an early formal quality approach that first appeared in the 1950s and gained popularity in the 1980s.
Six Sigma and other present quality techniques have a basis in TQM.
TQM assisted companies in moving from separate departments to an enterprise-wide quality strategy.
Phases of a BPR Project
Planning Phase
To define the present enterprise-wide procedures, use process mapping.
Design Phase
Verify that planned solutions are appropriate for the enterprise structure.
Utilize Scrum techniques to continuously build solutions.
Implementation Phase
Thorough testing and change management prior to full deployment.
Among the testing procedures are:
Sandbox testing (checking for basic functions).
Technical teams do quality assurance (QA) testing.
Beta testing in a restricted live setting with subject matter experts.
Phased enterprise rollout with help for troubleshooting.
Complete switch to normal business operations with continuous technical assistance.
Six Phases of Rummler-Brache Improvement
Planning for Improvement: SMEs and leadership pledge to make changes and spot possibilities for transformation.
Meaning: Establish teams to create improvements and specify the project's objectives and scope.
Design and Analysis: Examine existing issues and confirm possible fixes.
Execution: Implement process modifications, such as retraining, programming, equipment upgrades, or policy revisions.
Process Management: To guarantee success, keep an eye on the procedure both during and just after the modification is implemented.
Make the switch to daily teams: Daily teams are given responsibility for continuing process management, with safeguards in place to ensure success.
Scrum (Agile Project Development Method)
Use: Applied in technical divisions to quickly (2-4 weeks) design new goods or incorporate advancements.
Used to: Minimize the requirement for extra resources while meeting ongoing technical design and improvement demands.
Stages:
Pregame: To envision the new product or update, analyze data and business needs.
Game: Product development using programming sprints. Before going on to the next sprint, each one is examined and verified.
Postgame: The latter stages of testing, quality control, and change management before to product release.
Customer Experience Management Method (CEM)
The purpose is to match organizational procedures with objectives related to customer satisfaction. strives to enhance procedures in accordance with client demands and expectations.
The outside-in approach emphasizes the demands and desires of the client and how internal procedures satisfy those needs.
Data Dependency: Makes judgments based on input from customers
Challenges: Putting customer-centric ideas into practice may be difficult for inward-facing departments like accounting, legal, and human resources