The document outlines various process improvement methodologies for achieving process excellence, including Six Sigma's DMAIC framework, Lean Six Sigma, Lean processes and methods like 5S, Kaizen continuous improvement, business process automation, and using an agile methodology in project management. It also discusses understanding basic input/output business processes, outlining key business functions and mapping processes.

1. Process Improvement
Methodologies for
Process Excellence
YOUR COMPANY NAME

2. Table of Contents
Strive for Top-Down Process Alignment02
Outline Key Business Functions04
Document Your Input-Output Process06
Outline Your Process Map07
Adopt Business Process Maturity Model
for Excellence05
Understand the Basic Input/ Output Business
Process Model01
Be Clear About Your Business Model03
Complex Process Flow Chart Symbols08
Process Improvement Methodologies for
Process Excellence
• Six Sigma: DMAIC
• Lean Six Sigma Framework
• Lean Process
• Lean Methods
• 8 Wastes
• 5S Lean Workplace
• Kaizen - Continuous Improvement Model
• Business Process Automation
• Agile Methodology in Project Management
09
2

3. Understand the Basic Input/Output Business Process Model
3
Operations management transforms inputs (labor, capital, equipment, land, buildings, materials and information) into outputs (goods and services) that
provide added value to customers. All organizations must strive to maximize the quality of their transformation processes to meet customer needs.
Customers
Regulation
Suppliers
Economy
Competitors
Technology
Environment
Alteration
Transportation
Storage
Inspection
Facilitating Goods
Services
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Capital Labor
Materials Suppliers
Equipment Knowledge
Facilities Time
Inputs Transformation
System
Outputs
Monitoring
and Control
Action
Data Action
Data Data

4. Strive for Top-down Process Alignment
Human Resource Management
Professional development, Employee relations, Performance
appraisals, Recruiting, Competitive wages, Training programs
Technology Development Integrated supply chain system, Real-time sales information
Procurement
Real-time inventory, Communication with suppliers, Purchase supplies
and materials
Firm Infrastructure Management, Finance, Legal, Planning
Top Management
Inbound
Logistics
• Real-time inbound
inventory data
• Location of distribution
facilities
• Trucks
• Material Handling
• Warehouse
Operations
• Standardized model
• Access to real-time sales
& inventory system
Outbound
Logistics
• Order processing
• Full delivery trucks
Marketing &
Sales
• Pricing
• Communication
• Promotion
• Product based on
community needs
• Low prices
After Sales
Service
• Delivery
• Installation
• Repair
• Greeters
• Customer service
focus
Support
Activities
Primary
Activities
Team Members
VALUECHAIN
4

5. Be Clear About Your Business Model
5
What is your
Business Mission
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What Product /
Service You Offer?
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What are Your
Functional Processes?
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Who is Your
Target Customer?
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What is Your Go-To-
Market Strategy?
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6. Outline Key Business Functions
6
Business
Development
• Provide your sales force with
counter arguments
• Detect new sales
opportunities
• Nurture your sales pitch
• Anticipate customer needs
identify new growth areas
R & D
• Capture market latest
advancements in the
technologies (patents
evolution, scientific research)
• Protect your intangible assets
(i:e patents expiration)
• Identify new technology start-
ups to offer new services
Purchasing
• Identify suppliers’ economic
stability
• Monitor suppliers’ websites
(newsroom, pressroom
financial reports and updates)
• Anticipate costs’ variations
• Improve inventory
management
Innovation /
Strategy
• Capture market latest
technologies advancements
(patents evolution, scientific
research)
• Identify market opportunities
and threats
• Anticipate new market
trends
• Accelerate decision making
HR
• Find new talents (engineers,
scientists)
• Monitor local labour regulations
• Watch specialized schools &
universities to find out what
they‘re up to
• Monitor competition career
pages to understand their
recruitment strategy
Marketing /
Communication
• Image and e-reputation, PR
• Crises Management
• KOLs (influencers), topics,
discussion identification
Manufacturing
• Optimize manufacturing
(processes, machines, etc)
• Follow news on specialized
blogs related to IT threats
IT
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7. Adopt Business Process Maturity Model for Excellence
7
Maturity Level
• Planned innovations
• Change management
• Capable process
Implement continuous
proactive improvements
to achieve business goals
Innovating
05
• Stable process
• Reuse / knowledge
management
• Predictable results
Manage process and results
quantitatively and exploit
benefits of standardization
Predictable
04
• Productivity growth
• Effective Automation
• Economy of scale
Develop standard
processes, measures, and
training for product &
service offerings
Standardized
03
• Repeatable practices
• Reduced rework
• Satisfied commitments
Build disciplined work unit
management to stabilize
work and control
commitments
Managed
02
Initial
• Productivity growth
• Effective Automation
• Economy of scale
Motivate people to overcome
problems and just “get the
job done”
01
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8. Document Your Input-Output Process
8
• Suppliers of material
• Suppliers of Services
Suppliers
• Material
• Services
Input
• Customer-focused
• Other hotel internal
and external products
and services
Output
• Hotel guests
• Events
• Other hotel internal
and external products
and customers
Customer
Input
Materials, components,
labour, research
and development
Feedback
Information, new ideas, expertise
and customer feedback
Processing
Product lines, assemble
lines, management and skills
Output
End product, customer
satisfaction and
employee satisfaction
The Basic Process Model
Reservation Reception Check-in Accommodation Check-out
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• Customer-focused
• Supporting operations
Process

9. Outline Your Process Map
9
Employee
Procurement
Department
Finance
Department
Department Receiving
goods
Submit
payment
Review reason
for denial
Submit request to
purchasing department
Investigate
vendors
Request quotes from vendors
for the item needed
YesDo you have
enough quotes
No
Select a
vendor
Submit purchase
requisition for approval
Issue purchase
order to vendor
Receive invoice
from vendor
Receive goods /
completed service
Review
Order
Yes
Was the
purchase order
approved ?
Yes
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10. Complex Process Flowchart Symbols
10
Process
Data
Decision
Preparation
Multiple
Documents
Subroutine
Terminator
Merge
Stored Data
Display
Manual Input
Delay
Documents
Connector
Loop Limit
Collate
Sort
Off-page
Connector
Database
Manual Loop
Or Logical OR
Summing Junction
Logical And
Off-page
Connector
Off-page
Connector
Off-page
Connector
Internal Storage
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11. Process Improvement
Methodologies
for Process Excellence
11

12. Six Sigma: DMAIC
12
Improve processes by eliminating statistical variance and waste within a process, including the inputs,
processing, and outputs. At the heart of the six sigma methodology is DMAIC, which stands for
Define, Measure, Analyze, Improve, and Control.
The Goal of Six Sigma is to
Define
Define
the problem.
Measure
Quantify
the problem.
Analyse
Identify the cause
of the problem.
Improve
Implement and
verify the solution.
Control
Maintain
the solution.
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13. Lean Six Sigma Framework
13
Control
Sustain the gains
05
• Statistical Process
Control
• Control Plan
• Cost-Benefit Analysis
• Mistake Proofing
Sustainability &
Benefits
Project Handoff
Statistical Process
Control
Voice of the Customer,
Voice of the Business
Process
Map
Project Charter
• Problem Selection
• Project Charter
• VOC,VOB
• Problem Statement
• Process Map / SIPOC
Define
Describe the problem
01
• CTQ Metrics
• Meas.Sys. Analysis
• Summary Statistics
• Process Capability
• Control Chart
Measure
Collect baseline data
02
MSA
Summary
Statistics
Critical to
Quality Tree
• Pareto Chart
• Run Chart
• Cause and Effect
• Scatter Diagram
• Value Analysis
Analyse
Identify the root cause
03
Run
Chart
Cause and Effect
Diagram
Pareto
Chart
• Brainstorming
• Benchmarking
• Force Field Analysis
• Criteria Test
• FMEA
Improve
Select the best solution
04
Risk
Assessment
Solution
Implementation
Solution Analysis
and Selection
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14. Lean Process
14
A Lean process emphasizes getting the right things to the right place at the right time in the right quantity to achieve perfect, sustainable
workflow while minimizing waste and being readily adaptable to change.
Lean
Principles
Correctly specify Value of product /
service to a customer
Value
Identify Value Stream and remove
waste (Muda)
Value Stream
Make product Flow unimpeded and
eliminate non-value added
Flow
Action Initiated only by demand “Pull”
Pull
Elimination of waste as an ongoing
process in pursuit of Perfection
Perfection
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15. Lean Methods
15
Continuous Improvement Kaizen
3P (Pre-Production Planning)
Just-intime
/ Kanban
Cellular Layout
/ Flow
Total Production
Maintenance1
Quality
at Source
Point of
Use Storage2
Quick
Changeover
Standardized
work
Batch
Reduction
Teams
Visual Controls 5S (or 6S) Plant Layout
Value Stream
Mapping
1 Total Productive Maintenance
2 Point of use Storage
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16. 16
8 Wastes The 8 Wastes are eight types of process
obstacles that get in the way of providing
value to the customer
Efforts caused by rework, scrap,
and incorrect information
Defects
Production that is more than
needed or before it is needed
Overproduction
Wasted time waiting for the
next step in a process
Waiting
Underutilizing people’s talents,
skills, & knowledge
Non-Utilized Talent
Unnecessary movements of
products & materials
Transportation
More work or higher quality than
is required by the customer
Extra-Processing
Excess products and materials
not being processed
Inventory
Unnecessary movements by
people (e.g walking)
Motion

17. 5S Lean Workplace
17
5S is a five-step organization technique to create and maintain an intuitive workspace.
Sort
Organization – keeping only what
is necessary and discard
everything else – when in doubt,
throw it out
01
Set in Order
Orderliness – arranging
and label only necessary
items for easy use and
return by anyone
02
Shine
Cleanliness – keeping everything
swept and clean for inspection –
for safety and preventative
maintenance
03
Standardize
Standardized cleanup- the
state that exists when the first
three pillars or “S”s” are
properly maintained
04
Sustain
Sustaining the discipline –
making a habit of properly
maintaining correct
procedures
05

18. Kaizen – Continuous Improvement Model
18
Kaizen is a Japanese philosophy that believes “change is good”. “Kai” means change and “Zen” means good. In business settings, Kaizen is also a strategic tool that brings
about continuous improvement, in terms of increased productivity, superior quality, lower costs, efficient processes, increased safety and better customer experience.
Kaizen
• Map process / Process Flow Chart
• Data Collection
• Pareto
• Check Sheets
• Fishbone Diagram
• Affinity Diagram
• Is / Is not
• Actions
• DOE
• Comparative Analysis
• FMEA (no new problems)
• SPC
• Cost of Quality
• 5 S
• SPC
• Cost of Quality
• Document Success
• Communicate Improvement
• Generate more interest in Kaizen
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19. Business Process Automation
19
Business Operations Automation enable companies to replace repetitive-based work by deploying Automated process to
reduce waste and increase efficiency.
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Forms
Cloud & Mobility
Email
Integration
Design tools
Workflows
Identity
Model /
Blueprint
Execute
Integrate
Manage
Content
Management
Chat/Voice Bot
ML/Cognitive
Analytics
Human Workforce
Digital Workforce
On-Cloud Hybrid On-Premise
Intelligently Automate / Efficiency Operate

20. Agile Methodology in Project Management
20
An approach that takes inspiration from Agile software development - breaking the project up into several stages, cross-functional
collaboration, and continuous improvement and iteration at every stage.
1. Requirements
6. Track &
Monitor
Agile
Continuous Cycles
Small, high-functioning,
collaborative teams
Multiple Methodologies
Flexible /
continuous evolution
Customer involvement
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21. Process Improvement Methodologies for Process Excellence Icons Slide
21

22. Additional Slides
22

23. 23
Agenda
Agenda
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01
Agenda
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02
Agenda
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03
Agenda
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04
Agenda
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24. Company
Introduction
24
Accreditation
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03
Background
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01
Company’s Vision
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Capabilities
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Company’s Mission
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25. Our Mission Vision Values
25
Our Vision
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Our Mission
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Our Value
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Awareness
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Quality
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Success
Our Goal
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27. Organization Chart
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28. Comparison Slide
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80%
Google
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60%
Facebook
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33%
LinkedIn
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Male Users

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60
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40
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0 10 20 30 40 50 60 70 80 90 100
2016
2017
2018
2019
2020
Product 01 Product 02
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Bar Chart
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30. Dashboard
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Low
Medium
High
0
100
50
30%
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Low 0
100
50
Low
Medium
High
50%
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Medium
Low
Medium
High
0
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50
90%
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High

31. Pie of Pie Chart
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5
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Product 01 Product 02

32. Linear Diagram
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01 03
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02
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33. Circular
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34. Roadmap
2019
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2016
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2017
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2020
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2018
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35. Timeline
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2016
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