What Is Process Improvement
How Process Improvement is conducted
Process Maturity
Process Improvement Training
Process Improvement Consulting
What Is Process Improvement
Process improvement can occur in many forms but is primarily the business practice of identifying, analysing and improving existing business processes with the goal of
optimising performance and efficiency according regulatory standards, industry standards, internal requirements and end consumer customer requirements. Process metrics
become the driver and mechanism for reporting the level and success of the process requiring improvement.
Process improvement can have several guises such as business process management (BPM), business process improvement (BPI), business process re-engineering, continuous
improvement and can often be part of a broader program such as Business Transformation, Lean Six Sigma, Kaizen and so on. Regardless of the nomenclature, the purpose
is to minimize errors and rejects, reduce waste, improve productivity, streamline efficiency and do more with less.
How Process Improvement is conducted
Process Improvement can be conducted by using any combination of the following tools and programs amongst others:
- 5S Programs
- The 5S Method is a standardized process that when properly implemented creates and maintains an organized, safe, clean and efficient workplace. Improved
visual controls are implemented as part of 5S to make any process non-conformance’s obvious and easily detectable. 5S is often one element of a larger Lean
initiative and promotes continuous improvement.
- As Is To Be
- mapping and analysis of current state translated to future state and the required results using business process modelling techniques.
- Cause and Effect Analysis
- involves using a diagrammatic method to identifying the problem cause and potential cause chains that can lead to improvements in a process.
- Characteristics Matrix
- is a tool that studies the impact of requirements of a process (and product) against the process steps to identify potential steps of failure and
determining if controls exist or are required.

- EIMS - ORA
- IATF16949
- with ISO9001 as a base IATF16949 (formerly TS16949) is a standard that establishes the requirements for a Quality Management System (QMS), specifically for
the automotive sector. The ISO/TS 16949 was originally created in 1999 to harmonize different assessment and certification schemes worldwide in the supply
chain for the automotive sector.
- ISO9001
- A proven Quality Management System development and implementation approach should be used based on project management methodologies. A structured approach
should be used for defining project plans, specific responsibilities and verification of results. The result will be a development and implementation strategy
that is more efficient and provides for first time compliance or registration to the ISO 9001 requirements.
- Kaizen
- is more than just a methodology for continuous improvement. It is not a specific tool or set of tools to improve quality. Kaizen is a journey and not a
destination. The objective of Kaizen is to improve productivity, reduce waste, eliminate unnecessary hard work and humanize the workplace. Kaizen is
effective at identifying the three basic types of waste: Muda, Mura and Muri. Kaizen philosophy empowers everyone to assume responsibility for their
processes and improve them. With Kaizen, workers at all levels of the organization are engaged in constantly watching for and identifying opportunities
for change and improvement. Kaizen is not just a one-time event; more precisely, it is a process that occurs every day.
- Kanban
- is a tool for process workflow visualization
- Lean Six Sigma Programs
- PDCA
- Plan Do Check Act or Plan Do Study Act - is an iterative-continuous four-step management method used in business for the control and continuous improvement
of processes and products. Also known as the Shewhart-Deming cycle. The PDCA cycle has alignment with other continuous improvement methodologies including
DMAIC.
- Problem Solving
- the process undertaken to find solutions to complex or difficult issues by taking an analytical approach using scientific methods. Effective problem solving
requires the issue to be recognized and fully understood by the problem solver(s). Various problem solving methods and tools can be used to drive down to the
root cause of the issue and take appropriate corrective actions to not only fix the problem, but to ensure it does not re-occur. There are many problem
solving tools and approaches that are all effective if used properly of which some are listed on this page.
- Process Mapping
- RCA
- Root Cause Analysis - is a comprehensive term encompassing a collection of problem solving methods used to identify the real cause of a non-conformance or
quality problem. Root Cause Analysis is the process of defining, understanding and solving a problem. The root cause has also been described as an underlying
or fundamental cause of a non-conformance, defect or failure and root cause analysis the process to remove, reduce and eliminate the root cause of a
particular effect.
- SIPOC
- analysis occurs during the “define and measure” stage of DMAIC or DMADV cycle. SIPOC helps organizations define the inputs and outputs of a process which can
help with cause and effect analysis and impact studies in process management.

- Total Quality Management (TQM)
- is focused on cultivating long-term success through customer satisfaction. TQM helps organisations get the entire company on board with continuous process
improvement. It’s a methodology that empowers workers by fostering a culture where employees are encouraged to drive process improvement as a shared business
goal.
- VSM
- Value Stream Mapping - a form of process mapping used to document, analyse and improve the flow of materials and information required to produce a product or
provide a service. Value Stream Mapping defines and illustrates the sequence of activities, and the flow of materials and resources required to produce a
product or provide a service. There is a significant difference in the format of process mapping/flows and value stream in level of resolution, focus and
application. Value Stream Mapping is most often associated with manufacturing processes. In reality, it is currently being utilized in logistics applications,
software development, office processes, healthcare and other service-related industries.
Despite a common objective of process improvement, each methodology or tool suits different needs. Some frameworks focus on lean process improvement techniques; others
focus on getting your company culture while others focus on process metrics and process maturity for process improvement.
Process Maturity
Process Maturity follows the structure of discovering the current or As Is State to ascertain the level of process maturity in the organisation from a personnel, process
and data perspective and is key to sound process improvement. Products and Services can be considered outcomes or outputs of processes within the business. The
warranty/customer feedback, SPC
product characteristic data and service AQLs are the process measures that can deliver the data on products and services – all contribute to the level of process
maturity and assuring a positive process improvement program.
Implementing and Developing Process Maturity is
delivered by:
The Process Maturity Score defines the level of maturity of individual processes and escalates to an overall score for the organisation. The process maturity score is
based on the results of the process maturity survey and the As Is state and can be a progressive score that is updated after process actions are delivered from gap
analysis, audit actions and continuous improvement programs etc in a process improvement program. The higher the score the less likely any non conformances or
observations will occur in an audit.
In a well developed mature management system that delivers to
Personnel, Process and Data
the process score can be calculated as part of the electronic driven management system as a continuous audit process enhancing any continuous and process improvement
program fulfilling Clause 10 in 9001:2015 – Improvement.
The process maturity score is calculated by using data on the presence of key process elements across all levels of the process hierarchy determining the levels of
maturity for personnel, process and data. In a process improvement program the process maturity of the process is also overlaid with the Organisational Risk Profile
which determines the importance of each element to the organisation and the process risk levels and maturity score of the process to deliver the level of importance
of each process and any gaps that exist within it. This is the basis of process improvement opportunities.
Personnel, process and data considerations within the process maturity score include but are not limited to:
- All skills captured for all personnel
- Each process having a SIPOC view
- Process maps for each process at the instructional level
- KPI being attached to process
- Process Risk being calculated for each process
- Personnel roles being rated in terms of risk
- IDP (Individual Development Plans) for personnel created on the basis of risk in process and personnel roles
For assistance in implementing a Process Maturity within a process improvement program and culture please contact us via our
contact page.
Process Improvement Training
Process Improvement should be an ongoing goal and objective for all organisations. Sound process improvement comes from a bedrock of solid process maturity existing
within the organisation. At Quality One we see this as a cornerstone of successful and sustainable organisations and when conducted correctly leads to the organisation
being a self sustaining entity.
At Quality One we believe that all process improvement should have no adverse or ripple effects in the organisation, in the supplier chain or at the customers. This
can be achieved with sound and robust approaches to process management which is intrinsically linked to Organisational Process Maturity and an adherence to Organisational
Robustness Analysis. The content in the Process Improvement course below outlines the Process Improvement course and what is required for adverse free event process
improvement and the selection of the correct and targeted processes to improve within the organisation.
Please go to our
Process Improvement Training
page for further details.
Process Improvement Consulting
Process Improvement consulting is available from Quality One. Enquire about liaising with one of our process consultants in your next process improvement program and
improve your organisations processes based on the sound risk analysis and impact the changed process or product has on other processes. To enquire please go to our
Quality One Contact Page.