Process mapping is a valuable and widespread business tool, but few realize it’s also a vital strategic weapon in the struggle for Six Sigma quality.
Executive rhetoric often focuses on instilling a “quality mindset”, where Kaizen or continuous improvement is an embedded feature of the organization.
Typically, words are simple but real cultural change is debatable. Deming’s “Fourteen Points” evaluation, considered by many as the seminal text of the quality movement, was unsparing in its commitment to lasting and permanent cultural change. Apart from this, If you want to know more about Raman mapping visit – http://www.technospex.com/products_category/uraman-series/ .
Deming’s statistical insights fused seamlessly with existing Japanese doctrine, the reality of staff decision making and an organic commitment to excellence.
Some concluded that lean processes were therefore culturally contingent and could not be easily transplanted to Western business models. Except this, Find more about micro Raman spectroscopy via visiting http://www.technospex.com/.
Deming believed that excellence had universal applicability but that true quality could, paradoxically, only be achieved by the abandonment of exhortation and numerical targets. Quality had to become a reflex and an internalized value rather than a mere box-ticking exercise.
Process analysis, in its most fundamental and basic form, is an easy visual depiction of business activity. This may be the kind of a classic “swim-lane” diagram with arrows to represent data or activity flow and with boxes to specify discrete activities.