Professional Documents
Culture Documents
In this file, you can ref useful information about itil quality management such as itil quality
managementforms, tools for itil quality management, itil quality managementstrategies If you
need more assistant for itil quality management, please leave your comment at the end of file.
Other useful material for itil quality management:
qualitymanagement123.com/23-free-ebooks-for-quality-management
qualitymanagement123.com/185-free-quality-management-forms
qualitymanagement123.com/free-98-ISO-9001-templates-and-forms
qualitymanagement123.com/top-84-quality-management-KPIs
qualitymanagement123.com/top-18-quality-management-job-descriptions
qualitymanagement123.com/86-quality-management-interview-questions-and-answers
mature. TOC therefore works very well with the Deming Cycle together in that TOC assists to
identify the bottleneck whilst the Deming Cycle assists in eliminating it (we could also add in
Lewins Unfreeze Change Refreeze Change model as we are we unfreezing a stable state,
effecting the Change and then moving to the next constraint).
As an example, suppose that we are continuously failing a Service Level where the Service Desk
should be responding to all emails within ten minutes even although we employ two people to
specifically respond to emails. We analyse our business process and discover that 40% of emails
are received between 12 p.m. and 2 p.m. each day and that these are the hours where our two
email responders take a lunch break. Our constraint is in the supply of services where demand
exceeds supply during the two hours. We eliminate the bottleneck by changing the lunch break
hours of the responders. Now we are free to look at the next bottleneck (please note that this is a
very simplistic example).
External Article
Below is an article offering TOC as part of an ongoing Process Improvement initiative. The
article may provide some benefit however doesnt articulate well how TOC may be used for
process improvement (I believe that the article was originally authored by Pink Elephant):
A system or a process cannot be more efficient than its limiting factor!
In The Goal Eli Goldratt presents the Theory Of Constraints (TOC). TOC introduces primary
measurements for the analysis of systems based on productivity and ultimately, profit. The core
truth of TOC is that every system or process has at least one constraint or bottleneck, and that the
identification of this constraint should be the focus for any improvement activity.
TOC advocates that organizations take a three-dimensional view of three core business concepts,
Inventory, Operating Expense and Throughput. To relate these financial terms to IT one needs to
expand the definitions beyond their traditional concepts.
Inventory: All of the money, investment, outstanding issues, pending changes, unresolved
incidents, excess capacity, etc. an organization has tied up in an un-sellable, unfinished,
unresolved, undeliverable, or pending state.
Pre Process Inventory: stuff that is currently waiting in queue in a raw or input state. i.e.:
Calls that are waiting in the ACD system or emails that have not been answered by the
Service Desk.
Active Inventory: stuff that is currently within the system or process and is currently
being transformed into a desired or sellable output state, i.e.: Change Management
records that are currently being assessed, authorized and scheduled.
Post Process Inventory: stuff that has been successfully transformed into a desired output
but has not been delivered to a client, sold, confirmed resolved, or generated profit, i.e.:
The Service Desks feedback calls back to the users to confirm that an incident, which
has been resolved, can be permanently closed.
In TOC, the concept of Inventory contradicts the conventional balance sheet definition of
Inventory as an asset and redefines inventory as a liability.
Operating Expense: All of the money, time, energy, thought, resources, overtime, etc. tied up in
the process of converting raw data or inventory into the output of the process.
Throughput: Defined as the speed at which inventory is moved through the end-to-end process,
and delivered to the customer in order to realize the goal of profit, resolution, deployment, etc.
Goldratt observes that these three core principles are inseparably linked and that a change in any
one of these three dimensions will automatically result in a proportionate change in the others.
The perspective taken by TOC is that the biggest gains are realized by increasing throughput.
However, to increase throughput the bottlenecks to the process need to be identified and
eliminated.
Question: What occurs when you remove a bottleneck?
Answer: Another bottleneck appears elsewhere in the process.
Result: The identification of the next area for improvement to increase throughput, and the cycle
of continuous improvement continues.
Conclusion
In conclusion, Goldratts Theory of Constraints places a practical tool in the hands of individuals
involved in the ongoing management and improvement of business processes.
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1. Check sheet
The check sheet is a form (document) used to collect data
in real time at the location where the data is generated.
The data it captures can be quantitative or qualitative.
When the information is quantitative, the check sheet is
sometimes called a tally sheet.
The defining characteristic of a check sheet is that data
are recorded by making marks ("checks") on it. A typical
check sheet is divided into regions, and marks made in
different regions have different significance. Data are
read by observing the location and number of marks on
the sheet.
Check sheets typically employ a heading that answers the
Five Ws:
2. Control chart
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method