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LPDC-583: Process Design and Control Report a Broken Link

This course introduces learners to the concepts and elements of process design, control, and improvement. It also looks at redesign and creative design processes, and examines change leadership and the impact of organizational change on individual employees. As part of process design, learners will examine the analytical and visual tools necessary to achieve effective process design and improvement. Continuous improvement methodologies are introduced to ensure any remaining that non-conformities are addressed and further improvements are implemented.


Required Readings

Lesson 1

Reading 1: Laguna, M., & Marklund, J. (2005). Chapter 1: Introduction to business process design. In Business process modeling, simulation, and design. Upper Saddle River, NJ: Prentice Hall.
Reading 2: Keller, P. A. (2000). Chapter 10: Lean thinking. In Pyzdek, T. The handbook for quality management: A complete guide to quality management (pp. 765-780). Tuscon, AZ: Quality Publishing.
Reading 3: Eder, W. E. (May 2011). Engineering design science and theory of technical systems: Legacy of Vladimir Hubka. Journal of Engineering Design, 22(5), 361–385.
Reading 4: American Society for Quality (ASQ). (2013). SIPOC (Suppliers, Inputs, Process, Outputs, Customers) diagram. Retreived from http://asq.org/service/body-of-knowledge/tools-sipoc
Reading 5: American Society for Quality (ASQ). (2013). Process view of work. Retreived from http://asq.org/learn-about-quality/process-view-of-work/overview/overview.html
Reading 6: Hammer, M. (1990). Reengineering work: Don't automate, obliterate. Harvard Business Review, 68(4), 104-112.

Lesson 2

Reading 7: Laguna, M., & Marklund, J. (2005). Chapter 2: Process management and process-oriented improvement programs. In Business process modeling, simulation, and design. Upper Saddle River, NJ: Prentice Hall.
Reading 8: Juran, J. M. (1992). Chapter 4: Determine customer needs. In Juran on quality by design: The new steps for planning quality into goods and services. New York: The Free Press.
Reading 9: Bridges, W. (1986). Managing organizational transitions. Organizational Dynamics, 15(1), 24-33.
Reading 10: Pant, R., & Raj, V. (2013). Quality function deployment for incorporating the need of the customers for product development and design. International Journal of Engineering Science and Technology, 5(4), 909-917.
Video 1: Corporate Valley. (2013). Exclusive interview with Jeff Bezos, founder and CEO of  Amazon.com. Retrieved from http://www.youtube.com/watch?v=pEZqCuEEMdU.

Lesson 3

Reading 11: Laguna, M., & Marklund, J. (2005). Chapter 4: Basic tools for process design. In Business process modeling, simulation, and design. Upper Saddle River, NJ: Prentice Hall.
Reading 12: Harrington, H. J., Esseling, E. K., & Van Nimwegen, H. (1997). Chapter 5: Phase IV—Design: Designing the new administrative business process. In Business process improvement workbook: Documentation, analysis, design, and management of business process improvement. New York: McGraw-Hill.
Reading 13: Pande, P. S., Neuman, R .P., & Cavanagh, R. R. (2000). Chapter 16: Six Sigma process design/redesign (Roadmap Step 4B). In The Six Sigma way: How GE, Motorola, and other top companies are honing their performance (pp. 287-334). New York: McGraw-Hill.

Lesson 4

Reading 14: Bridges, W. (2009). Chapter 5: Launching a new beginning. In Managing transitions: Making the most of change. Philadelphia, PA: Da Capo Lifelong
Reading 15: Pande, P. S., Neuman, R. P., & Cavanagh, R. R. (2002). The Six Sigma way team field book: An implementation guide for project improvement teams. New York: McGraw-Hill. Chapter 18: Control and Process Management: Hold the Gains Chapter 19: Power Tools for "Control": Keeping Things on Track Chapter 21: Six Sigma Process Design/Redesign: Restarting from Scratch