El surgir de las emociones y los sentimientos

All processes in an organization are important.

But, some processes are more important than others due to their impact on the organization’s results. These are called KEY (CORE) processes.

The KEY Processes are: The operational processes that result in the production of outputs required by external customers.

• They add value directly for external customers

e.g: Design & Development, Marketing (Sales), Production / Operations, Delivery, Customer Care.

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The other processes called SUPPORTING Processes are those that help the core processes to “exist, operate, thrive”.

• They add value directly for internal customers.

e.g: Human Resource, Purchase, Supplier Support, Legal.

Customer, External:

An end-user who pays for the project or service delivered by a company, thus generating revenue for the company. The goal of world-class companies is to "

continually delight" this customer, thus creating "an increasing affection" for its products and services.

There may be several external customers, all of whom must be considered by the supplier.

Customer, Internal:

The recipient (person, process, or department) of another person's or department's output (product, service, data, material or information) within an organization.

Customer-Supplier Partnership:

A long-term relationship between a buyer and supplier characterized by teamwork, mutual confidence, and common goals regarding customer satisfaction.

The supplier is considered an extension of the buyer's organization, based on several commitments.

The buyer provides long-term contracts and uses fewer suppliers. The supplier implements quality assurance processes to limit or eliminate incoming inspection by the buyer. The supplier also helps the buyer reduce costs and improve product and process designs.

Cycle (Lead-Time):

The total time elapsed from when raw material enters the production process until the finished product is ready for shipment to the customer.

In service industries, the total time elapsed from when a customer expresses a need to when that need is satisfied.

- 177 - Defect :

A measurable characteristic of the process or its output that is not within the acceptable customer limits, i.e. not conforming to specifications.

Employee Involvement:

A practice within an organization whereby employees regularly participate in making decisions on how their work areas operate. This includes making of

suggestions for improvements, planning, goal setting and monitoring performance.

Empowerment:

A condition in which employees have the authority to make decisions and take action in their work areas without prior approval.

For example, an operator can stop a production process if he or she detects a problem, or a customer service representative can send out a replacement if a customer calls with a complaint.

Flexible Manning (Shojinka):

A way of managing person-power on the line such that when demand decreases, workers can be re-deployed to areas where needed, or when demand increases, they can be deployed to areas requiring additional support.

Requires development of multi-skills.

Just-in-Time (JIT):

A system of managing production processes that results in line- balancing,

one-piece flow, and low material inventory at the plant site with minimum incoming inspection. This system was developed at Toyota under the leadership of Taiichi Ohno and is part of the “The Toyota Production System”.

KAIZEN:

A Japanese term meaning "change for the better". Applied to business organizations, it implies small, continual improvement involving everyone and without spending much money.

KAIZEN Strategy:

A business strategy that begins with the customers' needs concerning Quality, Cost,

and Delivery. Is founded on a people-oriented culture and is supported by an involved leadership.

- 178 - KAIZEN Principles:

The three principles upon which KAIZEN thinking and organizational culture are based.

a) Process and Results: The old approach to management is to focus on results (CTQs). It ignores the way in which things are done and so misses any opportunity for improvement in the process. In contrast, the six sigma approach is to focus on CTPs.

b) Systemic Thinking: Looking at all activities as processes and putting together the processes in the right sequence, such that they result in consistent output i.e. right first time, and right every time.

c) Non-Blaming Approach to problem-solving: The traditional tendency is to find whom to blame for a problem / mistake. In Kaizen, the focus is not on blaming people. Instead, people work jointly to find a solution to the problem such that same mistake must not occur again.

In this approach, the focus is to understand how things work and how they can be improved, instead of judging whether things already done are good or bad, right or wrong.

Non-Statistical Quality Assurance:

A lot of activity in Quality Assurance is non-statistical, particularly that portion which has to do with human resources. Such elements are Communications, Documentation, Human Relations, Involvement of people, Morale, Standardization, and Self-discipline.

Statistics are only one set of tools in Quality Assurance and are not a substitute for the above non-statistical elements.

Quality Function Deployment:

A system whereby customer requirements, known as "true quality characteristics"

are translated into designing characteristics, and then deployed into sub-systems like components, parts and production processes to develop new products precisely as per the customer needs.

Standards:

A set of policies, rules, directives and procedures established by management and workers for all major operations which serve as guidelines enabling all employees to perform their work in the best, easiest, healthiest and safest way currently known.

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Total Productive Maintenance (TPM):

Aims at maximizing equipment effectiveness throughout the entire life of the equipment.

It involves such basic elements as a routine maintenance system, education in housekeeping, problem-solving skills, and activities to achieve zero breakdowns.

Value Stream Process Mapping:

Creating a visual picture of the 'Current State' of how material and information flows from suppliers through manufacturing and to the customer.

Total lead-time, process cycle times and value-added times are measured. The Future State is created based on goals desired based on market conditions and strategic planning for the business.

Variability Control and Recurrence Prevention:

This is often called "Ask why five times" because it seeks through curious questioning to arrive at the root cause of a problem so that problem can be eliminated once and for all.

Warusa-Kagen:

It is a proactive approach to look at issues that are not yet problems, but are still not quite right.

They are often the starting point of improvement activities because if left unattended they may develop into serious problems. In Kaizen approach, it is usually the operators who first notice Warusa-Kagen.

Water-Spider (Mizusumashi):

A person who manages all the logistical work of bringing components, raw materials, etc. in small quantities to work stations to minimize work-in- process inventories.

This allows machines to be placed closer together, and spares the operator from having to interrupt his/her cycle time, thus minimizing transportation-related waste. Water spiders usually are experienced workers. They know where needed parts or raw materials are stored,

and serve several workstations.

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23. (APPENDIX – 9)