Downtown Campus

P. Del Rosario St., Cebu City 6000

In Fulfillment of Terminal Output 2

Product and Process Design

Submitted by:

Yap, Sherwin Thomas Jefferson T.

Submitted to:

Engr, Glenn A. Java, MSEM

May 4, 2020
 TABLE OF CONTENTS
1 (a) (b) ………………………………………………………………………………………. p 3
2 (a) …..………………………………………………………………………………………. p 3
2 (b) ………………………………………………………………………………………..…. p 4
3 (a) ……………………………………………………………………………………..…. p 4-5
4 (a) (b) ………………………………………………………………………………………. p 6
5 (a) …………………………………………………………………………..………………. p 6
6 (a) …………………………………………………………………………..………………. p 7
6 (b) ………………………………………………………………………..…………………. p 8
7 (a) …………………………………………………………………………..………………. p 8
7 (b) ……………………………………………………………………..………………. p 9 - 10
8 (a) (b) ………………………………………………………………….…………………. p 11
9 (a) (b) ………………………………………………………………….…………………. p 12
10 (a) (b) …………………………………………………………………………...………. p 12
10 (c) ……………………………………………………………………………….………. p 13
11 (a) ………………………………………………………………………….……………. p 13
12 (a) …………………………………………………………………………….…………. p 13
13 (a) (b) (c) ……………………………………………………………………….………. p 14
14 (a) …………………………………………………………………………..…...………. p 14
14 (b) (c)………………………………………………………………………………..…... p 15
15 (a) (b) ………………………………………………………………………...…………. p 15
16 (a) (b) ……………………………………………………………………...……………. p 16
17 (a) ……………………………………………………………………………….………. p 16
18 (a) …………………………………………………………………………….…………. p 17
19 (a) (b) ………………………………………………...………………………..……..…. p 18
20 (a) (b) ………………………………………………...………………….…………..…. p 18
1.

a. Explain the strategic importance of “process management.”

i. Process management involves planning and administering the

activities necessary to achieve a high level of performance in key

business processes, and identifying opportunities for improving

quality and operational performance, and ultimately, customer

satisfaction.

b. Explain the meaning of the term “process.”

i. Is a group of related tasks with specific inputs and outputs.

ii. Consists of all the operations that combine to make a product.

iii. A process (or transformation decision) is the approach that an

organization takes to transform resources into goods and services.

2.

a. Outline the importance of process management.

i. Prevent defects and errors,

ii. Eliminate waste and redundancy,

iii. Lead to better quality and improved company performance through

shorter cycle times, improved flexibility, and faster and more

consistent customer response.

 b. Outline the two (2) types of process that is used in process

management.

i. Value-creation processes – those most important to “running the

business”

1. Design processes – activities that develop functional product

specifications

2. Production/delivery processes – those that create or deliver

products

ii. Support processes – those most important to an organization’s

value creation processes, employees, and daily operations

3.

a. Identify the key process management principles for “Performance

Excellence.”

i. Identify vital work processes that relate to core competencies and

deliver customer value, profitability, organizational success, and

sustainability.

ii. Determine key work process requirements, incorporating input from

customers, suppliers, partners, and collaborators.

iii. Design and innovate work processes to meet all requirements,

incorporating new technology, organizational knowledge, cycle

time, productivity, cost control, and other efficiency and

effectiveness factors.
iv. Minimize overall costs associated with inspections, tests, and

process or performance audits, and seeking to prevent defects,

service errors, and rework and minimize warranty costs or

customers’ productivity losses, as appropriate.

v. Implement work processes and control their day-to-day operation to

ensure that they meet design requirements, using appropriate

performance measures along with customer, supplier, partner, and

collaborator input as needed.

vi. Improve work processes to achieve better performance, reduce

variability, improve products and services, and keep processes

current with business needs and directions, and share

improvements with other organizational units and processes to

drive organizational learning and innovation.

4.

a. Outline the different process requirement in process management.

i. Value Creation Process Requirements

ii. Support Process Requirements

b. Explain EACH of the process requirements.

i. Value creation process requirements

1. Usually depend significantly on product and service

characteristics.

ii. Support process requirements

1. Usually depend on internal requirements, and they must be

coordinated and integrated to ensure efficient and effective

linkage and performance.

5.

a. Explain the meaning of “Flow chart.”

i. Flowchart is a type of diagram that represents an algorithm or

process, showing the steps as boxes of various kinds, and their

order by connecting them with arrows.

ii. A diagrammatic representation illustrates a solution to a given

problem.

iii. Process operations are represented in these boxes, and arrows;

rather, they are implied by the sequencing of operations.

iv. Flowcharts are used in analyzing, designing, documenting or

managing a process or program in various fields.

6.

a. Outline the different “Business Process Flowchart” commonly used.

i. Oval

ii. Flow Line

iii. Parallelogram

iv. Rectangle

v. Diamond

vi. Data

vii. Process

viii. Decision

ix. Document

x. Start/End

xi. Direct Data

xii. Stored Data

xiii. Manual Input

xiv. Internal Storage

xv. Predefined Process

xvi. Sequential Access Storage

 b. Explain EACH symbols, name & usages in a flowchart. Provide at

least five (5) flowchart symbols.

i. Oval

1. Denotes the beginning or end of a program.

ii. Flow Line

1. Denotes the direction of logic flow in a program

iii. Parallelogram

1. Denotes either an input operation (e. g. INPUT or an

OUTPUT operation (e. g. PRINT))

iv. Rectangle

1. Denotes a process to be carried out (e.g. in addition)

v. Diamond

1. Denotes a decision (or branch) to be made. The program

should continue along on of two routes (e. g.

IF/THEN/ELSE).

7.

a. Outline Deming’s cycle.

i. Plan

ii. Do

iii. Study

iv. Act
b. Identify and explain EACH steps of Deming’s cycle.

i. Plan

1. Define the process: its start, end, and what it does.

2. Describe the process: list the key tasks performed and

sequence of steps, people involved, equipment used,

environmental conditions, work methods, and materials

used.

3. Describe the players: external and internal customers and

suppliers, and process operators.

4. Define customer expectations: what the customer wants,

when, and where, for both external and internal customers.

5. Determine what historical data are available on process

performance, or what data need to be collected to better

understand the process.

6. Describe the perceived problems associated with the

process; for instance, failure to meet customer expectations,

excessive variation, long cycle times, and so on.

7. Identify the primary causes of the problems and their

impacts on process performance.

8. Develop potential changes or solutions to the process, and

evaluate how these changes or solutions will address the

primary causes.

9. Select the most promising solution(s).

ii. Do

1. Conduct a pilot study or experiment to test the impact of the

potential solution(s).

2. Identify measures to understand how any changes or

solutions are successful in addressing the perceived

problems.

iii. Study

1. Examine the results of the pilot study or experiment.

2. Determine whether process performance has improved.

3. Identify further experimentation that may be necessary.

iv. Act

1. Select the best change or solution.

2. Develop an implementation plan: what needs to be done,

who should be involved, and when the plan should be

accomplished.

3. Standardize the solution, for example, by writing new

standard operating procedures.

4. Establish a process to monitor and control process

performance.
8.

a. Outline the Process Improvement Methodologies in improving

processes.

i. Redefining and Analyzing the Problem

ii. Generating Ideas

iii. Evaluating and Selecting Ideas

iv. Implementing Ideas.

b. Explain EACH of the process improvement methodologies in

improving processes.

i. Redefining and Analyzing the Problem

1. Collect and organize information, analyze the data and

underlying assumptions, and reexamine the problem for new

perspectives, with the goal of achieving a workable problem

definition.

ii. Generating Ideas

1. “Brainstorm” to develop potential solutions.

iii. Evaluating and Selecting Ideas

1. Determine whether the ideas have merit and will achieve the

problem solver’s goal.

iv. Implementing Ideas

1. Sell the solution and gain acceptance by those who must

use them.
9.

a. Explain the meaning of the term “Agility.”

i. Agility refers to flexibility and short cycle times.

b. Outline the “Enablers of agility.”

i. Close relationships with customers to understand their emerging

needs and requirements,

ii. Empowering employees as decision makers,

iii. Effective manufacturing and information technology,

iv. Close supplier and partner relationships, and

v. Breakthrough improvement.

10.

a. Identify the meaning of the term “Poka-yoke.”

i. Is an approach for mistake-proofing processes using automatic

devices or methods to avoid simple human error.

b. Identify the basis of “Poko-yoke.”

i. Prediction, or recognizing that a defect is about to occur and

providing a warning

ii. Detection, or recognizing that a defect has occurred and stopping

the process.
 c. Identify the THREE (3) levels of Poka-yoke.

i. Designing potential errors out of the process.

ii. Identifying potential defects and stopping a process before the

defect is produced.

iii. Finding defects that enter or leave a process.

11.

a. Identify the THREE (3) Key Service Dimensions.

i. Customer Contact and Interaction

ii. Labor Intensity

iii. Customization

12.

a. Identify the typical reasons for mistakes and errors in process

management.

i. Forgetfulness due to lack of concentration

ii. Misunderstanding because of the lack of familiarity with a process

or procedures

iii. Poor identification associated with lack of proper attention

iv. Lack of experience

v. Absentmindedness

vi. Delays in judgment when a process is automated

vii. Equipment malfunctions

13.

a. Explain the term “Control.”

i. The activity of ensuring conformance to requirements and taking

corrective action when necessary to correct problems and maintain

stable performance.

b. Outline the TWO (2) important reasons for “Process Control.”

i. Process control methods are the basis for effective daily

management of processes.

ii. Long-term improvements cannot be made to a process unless the

process is first brought under control.

c. Identify the THREE (3) components of “Control System.”

i. Standard or goal

ii. A means of measuring accomplishment

iii. Comparison of actual results with the standard, along with feedback

to form the basis for corrective action.

14.

a. Identify the aspects that has to be controlled.

i. Documented procedures for all key processes;

ii. A clear understanding of the appropriate equipment and working

environment;

iii. Methods for monitoring and controlling critical quality

characteristics;

iv. Approval processes for equipment;

 v. Criteria for workmanship, such as written standards, samples, or

illustrations; and

vi. ▪ Maintenance activities.

b. Identify the after-control review to be conducted.

i. What was supposed to happen?

ii. What actually happened?

iii. Why was there a difference?

iv. What can we learn?

c. Identify HOW control is applied in a manufacturing scenario.

i. In manufacturing, control is usually applied to incoming materials,

key processes, and final products and services.

15.

a. Explain the term “Kaizen”.

i. Japanese word that means gradual and orderly continuous

improvement.

b. Identify the areas it focuses.

i. Focus on small, gradual, and frequent improvements over the long

term with minimum financial investment, and participation by

everyone in the organization.

16.

a. Explain the term “Cycle Time.”

i. The time it takes to accomplish one cycle of a process.

b. Identify how Cycle Time serves in Process Management.

i. First, they speed up work processes so that customer response is

improved.

ii. Second, reductions in cycle time can only be accomplished by

streamlining and simplifying processes to eliminate non-value

added steps such as rework.

17.

a. Outline the importance of “Process Management.”

i. Prevent defects and errors,

ii. Eliminate waste and redundancy,

iii. Lead to better quality and improved company performance through

shorter cycle times, improved flexibility, and faster and more

consistent customer response.

18.

a. Outline the “Process Design” for a new project.

i. Identify the product or service

1. What work do I do?

ii. Identify the customer

1. Who is the work for?

iii. Identify the supplier

1. What do I need and from whom do I get it?

iv. Identify the process

1. What steps or tasks are performed?

2. What are the inputs and outputs for each step?

v. Mistake-proof the process

1. How can I eliminate or simplify tasks? What “poka yoke”

(i.e., mistake-proofing) devices can I use?

vi. Develop measurements, controls, and improvement goals

1. How do I evaluate the process? How can I improve further?

19.

a. Identify important business processes throughout the value chain

that affect customer satisfaction.

i. Value creation processes

ii. Support processes,

b. Explain EACH of the categories.

i. Value creation processes

1. Usually depend significantly on product and service

characteristics.

ii. Support processes.

1. Usually depend on internal requirements, and they must be

coordinated and integrated to ensure efficient and effective

linkage and performance.

20.

a. Identify the main goal of process design.

i. The goal of process design is to develop an efficient procedure to

satisfy both internal and external customer requirements.

b. Identify the significant impact of Process design.

i. Cost

ii. Agility-flexibility and short cycle times

iii. Quality