A Description of Business Process Mapping
Quality management tools and methodologies used in Six Sigma
Six Sigma makes use of a great number of established quality management methods that are also used outside of Six Sigma. The following table shows an overview of the main methods used.
5 Whys
Analysis of variance
ANOVA Gauge R&R
Axiomatic design
Business Process Mapping
Catapult exercise on variability
Cause & effects diagram (also known as fishbone or Ishikawa diagram)
Chi-square test of independence and fits
Control chart
Correlation
Cost-benefit analysis
CTQ tree
Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems
Design of experiments
Failure mode and effects analysis
General linear model
Histograms
Homoscedasticity
Pareto chart
Pick chart
Process capability
Regression analysis
Root cause analysis
Run charts
SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
Stratification
Taguchi methods
Thought process map
TRIZ
Business Process Mapping refers to activities involved in defining exactly what a business entity does, who is responsible, to what standard a process should be completed and how the success of a business process can be determined. Once this is done, there can be no uncertainty as to the requirements of every internal business process. A business process illustration is produced. The first step in gaining control over an organization is to know and understand the basic processes (Deming, 1982; Juran, 1988; Taylor, 1911).
ISO 9001 requires a business entity to follow a process approach when managing its business, and to this end creating business process maps will assist. The entity can then work towards ensuring its processes are effective (the right process is followed the first time), and efficient (continually improved to ensure processes use the least amount of resources).
The control chart, also known as the Shewhart chart or process-behaviour chart, in statistical process
Six Sigma makes use of a great number of established quality management methods that are also used outside of Six Sigma. The following table shows an overview of the main methods used.
5 Whys
Analysis of variance
ANOVA Gauge R&R
Axiomatic design
Business Process Mapping
Catapult exercise on variability
Cause & effects diagram (also known as fishbone or Ishikawa diagram)
Chi-square test of independence and fits
Control chart
Correlation
Cost-benefit analysis
CTQ tree
Quantitative marketing research through use of Enterprise Feedback Management (EFM) systems
Design of experiments
Failure mode and effects analysis
General linear model
Histograms
Homoscedasticity
Pareto chart
Pick chart
Process capability
Regression analysis
Root cause analysis
Run charts
SIPOC analysis (Suppliers, Inputs, Process, Outputs, Customers)
Stratification
Taguchi methods
Thought process map
TRIZ
Business Process Mapping refers to activities involved in defining exactly what a business entity does, who is responsible, to what standard a process should be completed and how the success of a business process can be determined. Once this is done, there can be no uncertainty as to the requirements of every internal business process. A business process illustration is produced. The first step in gaining control over an organization is to know and understand the basic processes (Deming, 1982; Juran, 1988; Taylor, 1911).
ISO 9001 requires a business entity to follow a process approach when managing its business, and to this end creating business process maps will assist. The entity can then work towards ensuring its processes are effective (the right process is followed the first time), and efficient (continually improved to ensure processes use the least amount of resources).
The control chart, also known as the Shewhart chart or process-behaviour chart, in statistical process