Process Efficiency Assessment
Common and special causes are the two distinct origins of variation in a process, as defined by W. Edwards Deming. "Common causes" are the usual, historical, quantifiable variation in a system, while "special causes" are unusual, not previously observed, non-quantifiable variation.
Most of the time, organization efficiency and effectiveness is caused by "special causes" and it is characterized by:
* new, unanticipated, emergent or previously neglected phenomena within the operation
* variation inherently unpredictable
* variation outside the historical experience base
* it can be know or un-known. If it is known causes, they are perceived as difficult or impossible to fix
Common example of Special causes can be found in Hong Kong Operation
* poor adjustment of equipment
* human errors in non-standard operations
* process flow build-in logic error
* hidden non-value added steps
* missing of self-monitoring mechanism
Process Efficiency Assessment is the introduction of 3rd party process health check. Organization and process owners can maintain continuous diagnosis of their process efficiency and effectiveness.
Psychology Services for Organizations and their Employees 企業及員工心理服務