Process Management Techniques

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Process ManagementTechniquesACCT 202 Section 2Group 3 : 

Process ManagementTechniquesACCT 202 Section 2Group 3 Tommy Moiseve, Amyn Shidi, Dan Shamouilian, David Millot, Ryan Beadles

Activity Based Management : 

Activity Based Management -What exactly is Activity Based Management?   -What is the main focus of ABM?   -What does Activity Based Costing have to do with Activity Based Management?   -What does managment do with the answers they get from using activity based management?   -

Who uses Activity Based Accounting : 

Who uses Activity Based Accounting -How many companies actually use or have considered using activity based management?   -One companies that implements ABM is Taipei Fubon Bank. Why did they choose ABM?    -Will companies prefer ABM in the future?

Pros and Cons of Activity Based Accounting : 

Pros and Cons of Activity Based Accounting Pros   -ABM reveals a more accurate reflection of the true costs and profit’s a company has which will lead to more accurate budgets and workforce plans -By focusing on which products, customers, and services can be leveraged for maximum value, so you can take your business to the next level. -ABM reveals cost accumulation in a way the average employee can understand, not just financial experts Downfalls   -Risks associated with the activity based management revolves around the fact that certain activities have parts that have no financial value such as a good working enviornment

Slide 5: 

Theory of Constraints What is it? The Theory of Constraints (TOC) is a management philosophy which states that any organization is limited in its output by a very small number of constraints.  TOC aims to identify the constraint, and restructure the rest of the process around it, using whats known as the "Five Focusing Steps."

Slide 6: 

The Five Focusing Steps 1. Identify the constraint  2. Decide how to exploit the constraint  3. Subordinate all other processes to above decision  4. Elevate the constraint  5. If, as a result of these steps, the constraint has moved, return to first step.

Slide 7: 

TOC Continued Don't let inertia be the constraint! To keep the process progressing forward toward the goal, it is important to continually go through the five steps to identify new or changed constraints.

Lean Production : 

Lean Production -About   -Real Life Examples   -Benefits/Drawbacks

What is Lean Production? : 

What is Lean Production? -Efficient production   -Eliminate waste   -Low prices, high quality

Steps to implementing Lean Production : 

Steps to implementing Lean Production 1. Design!   2. Refine! 3. Improve!

Example: Toyota : 

Example: Toyota -Toyota Production System   (TPS)   -The 7 Muda     1. Transport     2. Inventory     3. Motion     4. Waiting     5. Overproduction     6. Overprocessing     7. Defects

Benefits/Drawbacks : 

Benefits/Drawbacks Benefits: -Minimizes overhead costs   -Eliminates waste   -Increase profits   -Saves floor space Drawbacks:   -Support -Team Leaders -Training

Total Quality Management : 

Total Quality Management TQM is a management approach to continuously improve products to make the customers happy.    Breaks down all costs associated related to quality in four categories: appraisal,failure, external, & internal

Benefits and Drawbacks of TQM : 

Benefits and Drawbacks of TQM Benefits Quality always improving Customer satisfaction Less defects in products Highly trained employees Reduced waste Drawbacks Expensive to implement Requires extensive employee training Benefits may not be seen immediately

Who uses Total Quality Management? : 

Who uses Total Quality Management?

Six Sigma : 

Six Sigma

What is Six Sigma? : 

What is Six Sigma? Business process management strategy pioneered by Motorola in the 80's. Strives to reduce the number of defects in a process, thereby improving the quality of the outputs. The Greek symbol "sigma" represents a standard deviation on a normal curve, so the sixth sigma is six standard deviations from the mean. In other words, “[S]ix sigma means having no more than 3.4 defects per million opportunities [DPMO] in any process, product, or service” (Stevenson, 2007, p. 418).

How do companies use Six Sigma? : 

How do companies use Six Sigma? DMAIC - Methodology used for improving an existing business process Define the problem Measure key aspects Analyze the data Improve the process Control the process DMADV - Methodology used for creating new products or processes Define design goals Measure characteristics which are critical to quality Analyze design alternatives Design the process Verify the design  De Feo, Joseph A.; Barnard, William (2005). JURAN Institute's Six Sigma Breakthrough

Benefits/Drawbacks of Six Sigma : 

Benefits/Drawbacks of Six Sigma Benefits Improved process and product quality Reduced failure costs (reworking faulty products, refunds for product failure, lawsuits, etc.) Structured process for approaching new projects Drawbacks Training costs Martial arts style "belt" system Requires commitment from all levels of the organization

References : 

References "Intel Quality System Handbook." Intel Corporation. 7 Nov. 2010. <> "Six Sigma." 12Manage. N.p., n.d. Web. 4 Nov. 2010. <>. "Six Sigma Costs and Savings." iSixSigma. N.p., n.d. Web. 4 Nov. 2010. <         com_k2&view=item&id=1228:six-sigma-costs-and-savings>. Stevenson, William J. Operations Management. Ed. Stewart Mattson and Richard T. Hercher, Jr. 9th ed. New York:                      McGraw, 2007. Print. De Feo, Joseph A.; Barnard, William (2005). JURAN Institute's Six Sigma Breakthrough

References cont. : 

References cont.

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