\r Customer-Driven Process Improvement: A Practical Guide\r by Sorin Dumitrascu\r \r \r ->->->->DOWNLOAD BOOK Customer-Driven Process Improvement: A Practical Guide\r READ BOOK Customer-Driven Process Improvement: A Practical Guide\r \r Consumer markets are often extremely competitive. For example, wireless service providers or consumer electronics have come to understand that an exemplary product no longer guarantees success. When the quality or value of a product no longer sets a business apart from the competition, other factors come into play.<br />Companies held high in customers' esteem will typically be successful. Historically, these include businesses focused on increasing efficiency in production, cost reduction, and other internal processes. However, one of the most effective ways to leave customers satisfied is to let their needs and requirements be the driving force behind business process improvements.<br />Customer-driven process improvement is an approach where customer feedback is an opportunity for organizations to analyze their operations and processes, and find ways to improve customer satisfaction. This book outlines a six-stage framework for the identification and implementation of customer driven process improvement opportunities.<br />The framework includes learning how to determine customer needs and translating these needs into process requirements. It also discusses how to map and measure current processes, analyze process problems, and identify improvement ideas and solutions. Finally, it includes instruction on how to successfully implement and sustain process improvements.<br />A business is as unique as the individual processes that it uses. This book offers a foundation for successful customer-driven process improvement. It introduces the ideas and tools for identifying your customers' needs, and incorporating these needs into your processes. Doing this will give you the competitive edge that's important to thrive in contemporary marketplaces.\r \r \r
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If the way firefighters check for explosive gases in a compartment during a fire drill is described simply as "unsatisfactory," few people will know how to state the process improvement objectiveStandardizing the changed process without further efforts to improve itA team interested in improving this situation developed a process improvement objective that the coffee would be delivered to customers at a temperature between 109 and 111 degrees Fahrenheit Some processes may be comparatively simpleThis can be a real eye-opener which prepares them to take these first steps in improving the process\r \r A clearly stated process improvement objective keeps the teams efforts focused on resultsNow the team checks whether the expected results were achievedOccasionally, special cause variation actually signals an improvement in the process, bringing it closer to the process improvement objectiveThese minor changes produce enough variation to be evident when the data are analyzedPublish the agenda in advance\r \r If all of the data points fall within the specification limits, are the data grouped closely enough to the target value? This is a judgment call by the teamA process owner may choose to be a team leader and participate directly in the actions of a process improvement teamWhen the team develops a data collection plan, they must first identify the characteristic of the product or service that has to be changed in order to meet the objective On the other hand, some processes, such as conducting a main space fire drill, are very complicatedConsequently, removing a step which causes delay reduces cycle time by decreasing the total time it takes to complete the processWhichever course of action the team pursues, they should complete one last task: documenting the lessons learned during the process improvement effort and making the information available to othersWhen special cause variation reduces the effectiveness and efficiency of the process, the team must investigate the root cause and take action to remove it\r \r Step 10: Modify the data collection plan developed in Step 5, if necessaryIf special cause variation is found in the process, the team is obliged to find the cause before moving on to the next step in the modelTo implement the data collection plan, the team develops a data collection sheetProfitez-en !Rentre scolaire 2017 : Livres, fournitures, cartables, ordinateurs, vtements (Note: Specification limits are not the same as the upper and lower control limits used in control charts.) Once the data, the target value, and the specification limits (if applicable) are plotted, the team can determine whether the process is capable The target value was established in Step 1 as the process improvement objective- Some processes, such as conducting an UNREP or mooring a ship, are very important Step 6: Is the process stable? In this step, the team analyzes the baseline data collected in Step 5 Step 13: Did the process improve?Step 13 completes the Check phase of the PDCA cycleOr, the process owner may decide to delegate the team leadership role to another person who is knowledgeable about the process\r \r These are the starting and stopping points of the process that provide a framework within which the team will conduct its process improvement effortsLeaders need to foster an organizational environment in which a process improvement mentality can thrive and people are using quality-related tools and techniques on a regular basisFollow the meeting ground rulesIn Step 5, the team develops a data collection plan, as described in the Basic Tools for Process ImprovementThese root causes were identified in Step 8 07f867cfac \r \r \r \r Dotted Journal 5.5"x 8.5": Macaroon Asterisk Pattern On Black Background, Dot Grid Diary Notebook to write in, Bullet Pages for Multipurpose Use, … Paperback. 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