High-Performance Process Improvement

✍ Scribed by Markus Pastinen

• Publisher: Springer
• Year: 2010
• Tongue: English
• Leaves: 233
• Category: Library

✦ Synopsis

High-performance process improvement takes process improvement to the next ambition level. The kernel of the substance is a generic process improvement process that operates under the strictest time, quality and cost constraints. Thanks to a modular composition and robust methods the scope may range from one single person to networks with hundreds of companies. This is realized via three high-class phases:network and company analysis and synthesis, process analysis and synthesis, the implementation, including process improvement education and training and the practical realization of the improvement potential.

The presented methods contain mass customization features and a very advanced logic for optimizing the interaction of people, technology, information and material both in the process improvement process itself and the focus process.

The book is based on an extensive R&D effort and thorough practical verifications in more than 75 companies in almost any business and in all sizes.

✦ Table of Contents

Chapter 1: High-Performance Process Improvement Fundamentals
Why is Process Improvement an Enormous Waste of Resources and Opportunities?
Why are the Process Improvement Methods Outdated?
The Critical Questions the Business Books Missed to Ask and Answer: Until Now
The Current and Prospective State of Process Improvement Methods
The Research and Development Work and its Result
The Size of the Improvement Momentum Toyota Loses Every Day and the Momentum Your Company Could Gain Every Day
Designing High-Performance Process Improvement Methods
Defining the Performance Requirements of High-Performance Process Improvement Efforts
Summary and Concluding Remarks
Chapter 2: High-Performance Process Improvement Concepts
Key Definitions
Delivery of Value
Delivery of Value from a Holistic Perspective
Delivery of Value from a Key Stakeholder Perspective
Customer Satisfaction
Employee Satisfaction
Owner Satisfaction
The Kernel of High-Performance Process Improvement
The Process and Total Improvement Yield
The Process Improvement Yield Concept
The Total Improvement Yield Concept
Summary and Concluding Remarks
Chapter 3: Design Concepts of the High-Performance Process Improvement Process
Standardization and Manageability
Optimizing the Interaction of the Process Components
People
Technology
Information
Applying the Concept of Reverse Engineering
The Total Picture
Assuring the Quality of the Experts in Charge of the High-Performance Process Improvement Process
Summary and Concluding Remarks
Chapter 4: Network and Company Analysis and Synthesis
Introduction
The Process Flow
The Data Collection and Analysis Criteria
The Functional Perspective
The Operational Perspective
The Time Space Perspective
Data Collection Criteria Case
Data Collection Concerns
The Synthesis
The T and V Values
Summary and Concluding Remarks
Chapter 5: Process Analysis and Synthesis
Introduction
Overview
The VISTALIZER for Consultants Concept
The VISTALIZER for Process Analysis and Synthesis Framework
Phase 1: Initiation and Modeling
Initiation of the Analysis (Phase 1.1)
Modeling of the Focus Process (Phase 1.2)
Scope Definition and Data Collection Planning (Phase 1.3)
Phase 2: Data Collection and Basic Definitions
Determination of the Process Performance Parameters (Phase 2.1)
Time Analysis Parameters
Quality Analysis Parameters
Cost Analysis Parameters
Examples of Chosen Analysis Parameters
Creation of the Impact Field (Phase 2.2)
The Supplements of the Impact Field
Examples of Impact Fields
Giving Priority to the Analysis Parameters (Phase 2.3)
Calculation of Criterion 1 and the Reliability Index of the Impact Field (Phase 2.4)
Planning for the External Analysis (Phase 2.5)
Setting the Objectives and Evaluation of the Preliminary Monetary Gains (Phase 2.6)
Phase 3: Sub-process Specific Improvement Plans
Analysis of the Specific Sub-processes (Phase 3.1)
Defining the Sub-process Components (Phase 3.1.1)
Identifying Improvement Objects (Phase 3.1.2)
Placing the Improvement Objects in Order of Importance (Phase 3.1.3)
Rough Analysis of Likely Causes and Potential Solutions (Phase 3.1.4)
Complementing the Sub-process Specific Analysis (Phase 3.2)
The Optional External Analysis (Phase 3.3)
Phase 4: The Synthesis and Creation of the VISTALIZER Report
Processing the Analysis Information and Calibrating Management Expectations (Phase 4.1)
Comparing the Objectives to the Realistic Improvement Potentials
Verifying the Analysis Phase and Defining the Improvement Momentum
Calculating Financial Outcomes and Detecting Improvement Initiatives with a Low Financial Outcome
Calibrating Management Expectations (Phase 4.1.4)
Presynthesis (Phase 4.2)
Creation of the VISTALIZER Report (Phase 4.3)
Delivery, Presentation and Confirmation of the VISTALIZER Report (Phase 4.4)
The T and V Values
Summary and Concluding Remarks
Chapter 6: The Implementation
Increasing and Maintaining the Knowledge and Skill Base
Increasing and Maintaining the Knowledge Base
The Car Analogy
The Mountain Analogy
Increasing and Maintaining the Skill Base
Basics and Philosophy
The PDCA Training Module
The Main Tools Used Within the PDCA Framework
The Realization
The Follow-Up
The T and V Values
Summary and Concluding Remarks
Chapter 7: Derivative Concepts and Future Outlines
Strategy and Strategy Process Improvement
The Strategy Improvement Concept
Strategy Process Analysis and Synthesis
Acid Tests
Future Outlines of High-Performance Process Improvement
Summary and Concluding Remarks
References
Pastinen_Index_o.pdf
: Index