EXIN Procesmanagement Specialist flashcards

33 cards. Read the term and the definition here. The deck at the top of this page is optional.

Process

A repeatable set of related activities that converts defined inputs into outputs of value for a customer, with a defined start, end, owner, and measurable performance.

Process owner

The person accountable for a process's design, performance targets, and cross-functional improvement, with a mandate to change the process even without hierarchical control over all staff.

Primary process

A value-creating process that directly delivers the product or service to the external customer and forms the core of the organization's value chain.

Supporting process

A process that supplies resources, information, or capabilities the primary processes need, without directly delivering value to the external customer.

Management process

A steering process that sets direction, policy, strategy, and control for the organization and its primary and supporting processes.

Process hierarchy

The layered breakdown from main process to sub-process to activity to task, where each lower level is more detailed and more narrowly scoped than the one above.

Procedure

A documented description of how activities in a process must be carried out, including sequence, responsibilities, and conditions, at a level above the work instruction.

Effectiveness

The degree to which a process output meets the customer's requirement; it answers whether the right result was produced, independent of the resources used.

Efficiency

The ratio of resources consumed to output realized, expressing how economically a process converts inputs into results relative to a norm or target.

Lead-through time

The total elapsed time from the start of a process to its end, comprising net processing time plus waiting, transport, and inspection time.

Value-added ratio

Net processing time divided by total lead-through time, showing what fraction of elapsed time actually adds value for the customer.

PDCA cycle

The Deming improvement cycle: Plan a target and method, Do it on a small scale, Check results against the target, Act by standardizing or adjusting.

Process maturity

A staged measure of how repeatable, defined, measured, and continuously improved an organization's processes are, from ad hoc execution to managed optimization.

As-is process map

A model of the current process flow as it actually operates, including handoffs, exceptions, and delays, used as the baseline before redesign.

To-be process design

The redesigned future-state process flow, specified after waste analysis and validated by pilot before organization-wide implementation and standardization.

Eight wastes

Transport, Inventory, Motion, Waiting, Overproduction, Overprocessing, Defects, and unused Skills; non-value-adding elements to eliminate in process redesign.

Little's Law

Average work-in-progress equals arrival rate multiplied by average lead-through time; at constant arrival rate, cutting WIP cuts lead-through time proportionally.

Bottleneck

The process step whose capacity is lowest and therefore determines the throughput of the whole process; only improving it raises overall output.

Theory of Constraints

A five-step improvement sequence: identify the constraint, exploit it, subordinate other steps to it, elevate it, then repeat once the constraint moves.

KPI

A key performance indicator: a specific, measurable metric with a named owner, a target value, and a fixed review frequency tied to process performance.

Lagging indicator

A performance measure that reports outcomes after they have occurred, such as customer satisfaction or cost per order, and cannot steer the process in real time.

Leading indicator

A process measure that predicts later outcomes and can be acted on during execution, such as first-time-right rate or backlog age.

Process audit

A review that tests both compliance, whether the process is executed as documented, and effectiveness, whether the documented process delivers its target results.

RACI matrix

A role assignment grid: Responsible performs the work, Accountable answers for the result, Consulted gives input beforehand, Informed is notified afterwards.

Process standardization

Fixing the best-known method as the single agreed way of working, so that variation and its causes become visible and improvements can be locked in.

Continuous improvement

An ongoing cycle of small, structured improvements executed by the people doing the work, supported by measurement and standardized methods rather than one-off projects.

Process performance measurement

The systematic collection of data on time, cost, quality, and customer satisfaction per process, compared against targets set by the process owner.

Change resistance

Opposition to a process change arising from unclear urgency, perceived loss of autonomy or expertise, or fear of job impact, reduced by early participation.

Management sponsorship

Visible commitment from senior management that provides mandate, resources, and priority for a process change and signals its importance to the organization.

Process implementation

The phase in which the designed process is piloted, roles and systems are aligned, staff are trained, and the new way of working is embedded and measured.

First-time-right

The percentage of process instances completed correctly without rework or correction, a leading quality indicator of process execution capability.

Process scope

The explicit boundary of a process, naming its trigger, end result, included activities, and interfaces to adjacent processes, preventing overlap and gaps.

Customer of the process

The internal or external party that receives and uses the process output; their requirement defines effectiveness and anchors the process goal.