Reply to the two DB post 250 words a piece see attached (Must introduce a NEW CONCEPT)

DB3: Process Improvement

Nikkia Hicks

DB3: Process Improvement

Process improvement is a structured and systematic approach to change an existing process or design a new process to meet or exceed customer expectations by delivering better and more economic outputs at a faster pace (Lin, 2016). Processes can be described as process “is a network of activities that are repeated in time, the objective of which is to create value to external and internal customers (Brajer-Marczak, 2016).” Process improvement can be applied to any industry, from education to manufacturing. I am interested in the topic of process improvement because it can be applied to any industry. This is a skill that I can utilize in any facet of life.

The article, “Elements of knowledge management in the improvement of business processes (Brajer-Marczak, 2016)”, discusses aspects of knowledge management in process improvement. It states that efficient process improvement derives from internal conditions, such as, the knowledge of employees, persons performing processes, enabling efficient implementation, and analysis and improvement. Ultimately, effective implementation of a process improvement relies on the approach of the employees to the performed process stages andon knowledge management skills, and not on the type of conducted operations or the applied technology (Brajer-Marczak, 2016).

In comparison, Ciamiene, et al (Ciarniene, 2017), states that diagnosis of the process reveals improvement opportunities such as identifying bottlenecks, optimizing capacity and utilization of staff and equipment, reducing cost and waiting times, improving a process’s reliability, reducing cycle times per task by optimizing work methods and procedure. The authors state that process improvement in optimized by mapping processes and measuring carefully defined quality characteristics and performance metrics. Measurement of process improvement results are identified by recognizing the improvement of product or service quality, customer satisfaction and loyalty, employee skill development, cost reduction, increased productivity, efficiency, and ultimately, profit.

The article reviewed was “Is Process Improvement the Ultimate Solution” by Lin Guo, PhD, and Selena Hariharan, MD (Lin, 2016). This article discusses the pros and cons of process improve. It answers the question, Is Process Improvement the Ultimate solution to long term profitability? The authors identified the limitations of process improvement, the resources required, the risk associated, and the business needs required to achieve long term improvement. This article summary the limitations associated with process improvement and how a business should be aware of these issues to avoid failure.

According to Lin, et al, (Lin, 2016) , the common tools that are used in process improvement are quality assessment, quality assurance, quality circle, continuous quality improvement, total quality management, process reengineering, theory of constraints, agile manufacturing, Six Sigma and Lean. Per this article, although process improvement can provide numerous benefits to an organization, there are also many downfalls to process improvement if not done correctly. Many business neglect the fact that process improvement may be resource-intensive, has the risk of failure, does not address all business needs, does little to increase product demand, cannot solely create a competitive advantage.

The authors of this article encourage businesses to raise the bar when it comes to process improvement. Per Lin and Hariharan (Lin, 2016), “The effort to pursue operational excellence should be unwavering regardless of a good or bad economy, a thriving or struggling business or abundant or insufficient resources.” When performing process improvement initiatives, it is important for business to raise the bar in terms of organizational excellence instead of solely focusing on operational excellence. Overcommitting to process improvement without recognizing its limitations can weaken rather than strengthen an organization (Lin, 2016). This is an important factor for small business owners to realize, as they have limited resources to fail and try again.

When we rush in our own way and not wait on God, we end up losing in the long run. When we are seeking to improve problems in our lives, we should take the time to reach out to Christ first. He will provide us with the wisdom, prudence, and understanding necessary to make a good decision. Proverbs 3:5-7 states (Bible), Trust in the Lord with all your heard and do not lean on your own understanding. In all your ways acknowledge Him, and He will make your paths straight. Do not be wise in your own eyes, fear the Lord and turn away from evil.” In addition, it is important to wait on God before making a decision.

The topic of process improvement can be applied in the manufacturing industry. Per Pude and Naik (PUD, 2012) utilizing quality filter mapping is a good method for process improvement. Quality Filter Mapping is a new Value Stream Mapping (VSM) tool specially designed to focus on the defects produced (internal as well as external supply chain)

relating to the physical products (PUD, 2012).The steps in quality filter mapping include:

1. Identifying the bottleneck

2. Understanding the causes of the bottleneck

3. Selecting the value stream mapping tool

4. Listing the case details

5. Study the manufacturing process flow

6. Identify waste

7. Identify the value stream

8. Quality Stream Map

Ultimately, process improvement through value stream mapping can be effectively used in many sectors.

Bible, H. (n.d.).

Brajer-Marczak, R. (2016). Elements of knowledge management in the improvement of business processes. Management, 242-260. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=120510224&site=ehost-live&scope=site

In the article of “Elements of knowledge management in the improvement of business processes”, discusses aspects of knowledge management in process improvement. It states that efficient process improvement derives from internal conditions, such as, the knowledge of employees, persons performing processes, enabling efficient implementation, and analysis and improvement. The author wants to emphasize the additional importance of the team behind the process. If the employees and team members do not have the knowledge and motivation behind the process, then the process will fail. Businesses should not only focus on process methods, but on the development of the team as well.

Ciarniene, R. V. (2017). Process Improvement for Value Creation: a Case of Health Care Organization. . Engineering Economics, 79-87.

This article focuses on how to bring value creation to a business through process improvement. The authors discuss how to develop value create through an effective process improvement initiative. The authors state that patient value should be priority by diagnosing improvement opportunities such as identifying bottlenecks, optimizing capacity and utilization of staff and equipment, reducing cost and waiting times, improving a process’s reliability, reducing cycle times per task by optimizing work methods and procedure. The authors state that process improvement in optimized by mapping processes and measuring carefully defined quality characteristics and performance metrics

Lin, G. &. (2016). IS PROCESS IMPROVEMENT THE ULTIMATE SOLUTION?. Physician Leadership Journal, 26-30. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=117613806&site=ehost-live&scope=site

Doctors Lin Guo, PhD and Selena Hariharan,MD, wrote this article to discuss process improvement in the health care sector. . This article discusses the pros and cons of process improve. It answers the question, Is Process Improvement the Ultimate solution to long term profitability? The authors identified the limitations of process improvement, the resources required, the risk associated, and the business needs required to achieve long term improvement. Ultimately, the doctors wanted readers to understand that process improvement tools alone do not meet business needs or bring a large profitability within a business. Although process improvement is important, it shouldn't be the primary focus of a business.

PUD, G. C. (2012). Application of Quality Filter Mapping for Process Improvement : A Case Study in Foundry. Productivity, 294-301. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=89881009&site=ehost-live&scope=site

The authors of this article provide an example of applying process improvement methodology to a business. The authors show readers how to obtain maximum efficiency from process improvement by using Quality Filter Stream Mapping. This article reviews a process improvement in a foundry, or manufacturing environment. Quality Filter Mapping is a new Value Stream Mapping (VSM) tool specially designed to focus on the defects produced (internal as well as external supply chain) relating to the physical products. Current effects of wastes on processes are observed. After the case study and defect analysis it is reduced to about 2.67 percent of total monthly defected castings after final inspection in future state map. So the analysis saved 1.06 percent of total monthly defected castings from defects at final inspection.