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Work Process Improvement Identification

WorkProcess Improvement Identification

WorkProcess Improvement Identification

Theprocess of improvement in a project cycle is meant to use data-drivendevelopment cycle that improves, optimizes, and stabilizes businessprocesses designs. The tools and techniques used for regular andwell-organized improvement cycle, in this case, would be to use DMAICwhich abbreviates Define, Measure, Analysis, Improve, and Control.Though DMAIC is not exclusive to Six Sigma, it is a bit clearer as aframework within which improvement applications are applied (de Mast,Kemper, and Van Der Vijl, 2011). The mechanism is executed in aprocess aforementioned, and the cycle is actualized following thesteps systematically.


Thestep is the beginning of the project cycle, where the end product isset and put on paper in the form of planning. The business problem isdefined, the scope, the objectives, resources at the exposure, andhigh profile project timeline. All those are done on paper regardingproject charter. In the process of the define step, it is where whatis known is written, the project team is formed, facts are clarified,and the project objectives are identified (de Mast, Kemper, and VanDer Vijl, 2011). The problem statement is well put in a way that allstakeholders understand, the customers are identified and definedclearly, and voice of the customer which is critical to qualityillustrates the process output.


Thestep fulfills the purpose of setting the current baselines as thefundamentals for improvements. The data is collected in this step,which is used to establish process performance baselines. The metricsdeveloped during the measured phase are then used to compare theactual performance at the end of the project cycle. That makes thestakeholders know whether there was a significant improvement in theprocess (de Mast, Kemper, and Van Der Vijl, 2011). The team that wasset at the defined phase agrees with the measurements and how toarrive at the metrics. The team further spends much of precious timeassessing the suitability of the measurement systems proposed.


Thephase performs the function of identifying, validating and selectingthe cause elimination. A large number feasible of root causes of theproject problem are identified during the cause analysis, where 3-4issues are chosen through consensus method for further validation.The cause is then decided on after thorough analysis, and only theeconomically viable reason is implemented.


Thatis a process within a phase as it is meant to identify the areaswhere there is a need for improvement during the process of projectimplementation. It is also the phase where the easiest and thesimplest way to the solution are identified to be actualized, eitherin whole, or part. The root causes are eliminated to avoid and fixproblems in the process. Brainstorming is used while other methodsrequire a more sophisticated tool like the design of experiments (deMast, Kemper, and Van Der Vijl, 2011). However, the phase focuses onthe obvious solutions if they are apparent, though it could alsoinvolve identifying solutions without implementing them.


Thepurpose of this step is to sustain the gains of the improvementthrough monitoring the process to ensure there is a continued andsustained success. It involves creating control plan, updatingdocuments and provides business process and training materials whilerequired (de Mast, Kemper, and Van Der Vijl, 2011). Control chartsare used to examine the stability of improvements over time as itguides continued monitoring of the process, and response plan foreach of the measures being monitored.

Benefitsof Documenting the To-Be-Process

Iteliminates operational ambiguity. Where there is a confusion of whois to do what, the leader goes back to the document that clarifiesthe confusion. Further, the record shows the best practices wherethere is no clarity of the process (de Mast, Kemper, and Van DerVijl, 2011). It is also a document of organizational knowledgeconcerning the processes which can be accessed at the time of need.

Itis a training material, where it imparts knowledge on the employeesthus moving the learning curve up faster. Instead of employingresources to train tacitly, the document can offer classroom lessonson the tasks to be performed. It is then supplemented by on the jobhands on the floor for faster and efficient creation of resources.

Thedocumentation is vital for marketing use as it gives the clearpicture of the processes and the actual capabilities of theorganization. The knowledge is useful to the marketing team as ithelps them to know the promises they can guarantee the customers andwhat can be fulfilled. The promises made are which the entity candeliver (de Mast, Kemper, and Van Der Vijl, 2011). It is unethical toover or under promise something that will cause turmoil to thecustomers in the end.

Inconclusion, the process of improvement identification is critical inproject management and is delicate to handle as it could be dangerousif not handled with care. It is therefore recommended that DMAIC isused as the core system for improvement process identification.


DeMast, J., Kemper, B., &amp van der Bijl, Y. (2011). Processimprovement in healthcare: Overall

resourceefficiency. Quality &amp Reliability Engineering International,27(8), 1095-1106.