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PROCESS ANALYSIS

Submitted to:Dr. Debmalya Ghosh Asst. Professor.

Submitted by:Priya Barman (35). Diganta Sankar Deb Chowdhury (39). MBA- 2nd Sem. Assam University.

Meaning Of Process Analysis

Process analysis is the documentation and detailed understanding of how work is performed and how it can be redesigned. Thus process analysis begins with identifying a new opportunity for improvement and ends with implementing a revised process.

A SYSTEMATIC APPROACH

STEP-1- IDENTIFY OPPORTUNITIESIn order to identify opportunities, managers must pay particular attention to the four core processes: supplier relationship, new service/product development, order fulfilment and the customer relationship. Each of these processes, and the sub processes nested within them, are involved in delivering value to external customers. Customer satisfaction must be monitored periodically, either with a formal measurement system or with informal checks or studies. Another way to identify opportunities is by looking at the strategic issues. STEP-2 DEFINE THE SCOPEScope mainly establishes the boundaries of the process to be analyzed. The resources that management assigns to improving or reengineering a process should match the scope of a process.

STEP-3 DOCUMENT THE PROCESSOnce scope is established, the analyst should document the process. Documentation includes making a list of processs input, suppliers, outputs and customers (internal and external). This information then can be shown as a diagram, with a more detailed breakdown given in a table. STEP-4 EVALUATE PERFORMANCEIt is important to have a good performance measures to evaluate a process for clues on how to improve it. Metrics are performance measures for the process and the step within it. A good place to start is with competitive priorities. Once the metrics are identified, its time to collect information on how the process is currently performing on each one. Measurement can be as simple as making a reasoned guess. Or it may be of taking notes while observing the process. More extensive studies involve collecting data for several weeks consulting cost accounting data or checking data recorded in information system.

STEP-5 REDESIGN THE PROCESSA careful analysis of the process and its performance on the selected metrics should uncover disconnects, or gaps, between actual and desired performance. Performance gaps can be caused by illogical, missing, or extraneous steps. They can be cause by metrics that reinforce the silo mentality of individual departments when the process spans across several departments. Using analytical and creative thinking, the design team generates a long list of ideas for improvements. Ideas that are justifiable are reflected in new process design.

STEP-6 IMPLEMENT CHANGESImplementation is more than developing a plan and carrying it out. Many processes have been redesigned effectively, but never get implemented. Implementation brings to life, the steps needed to bring the redesigned process online. Management or the steering committee must make sure that the implementation project goes according to schedule.

DOCUMENTING THE PROCESS

FLOWCHARTSA diagram that traces the flow of information, customers, equipment, or materials through the various steps of a process. Flowcharts are also known as flow diagrams, process maps, relationship maps or blueprints. Flowcharts have no precise format and typically are drawn with boxes with a brief description of the step inside and with lines and arrows to show sequencing. Colours and shadings can also call attention to different types of steps, such as those particularly high on process complexity or on process divergence. SERVICE BLUEPRINTA service blueprint is a special flowchart of a service process that shows which step have high customer contact. Service blueprint mainly bears a special feature i.e. line of visibility, which mainly identifies which steps are visible to customer. Another approach to service blue printing is to tag each step with a number, and then have an accompanying table that describes in detail the customer contact for each numbered step.

Service Visible to customer


authorized
Customer Drops off Car

Mechanic makes Diagnosis

Discuss needed work with customer

Repair not authorized

Customer departs with car

Collect Payment

Notify Customer

PROCESS CHARTSA process chart is an organized way of documenting all the activities performed by a person or group of people at a workstation, with a customer or working with certain materials. It analyzes a process using a table, and can provide information about each step in the process.

PROCESS CHART SYMBOLs

Operations

Transport
Insert

Delay

Store