Customers of the process

It is about understanding the customers, their needs and how to provide the services. The customers of a process are the people who require the products and services. Classified as: external customers (or people who consume the products and/or services of the FSL) and internal customers (the owners of the next phases in the process within the FSL).

Customer/supplier relationship

Concepts relating to client/supplier relationships and satisfaction are the right to expect quality products and services to internal or external client. The FSL employees are considered as the next phase in the process employees or the internal client. Also, each team (individual and team performance) should treat one another as valuable to bring improvement. In addition, the customer shall determine the product or service satisfaction level and the value expected from the supplier.

Relationship to quality, schedule and cost

Evaluating and improve processes by establishing process baselines for quality, schedule, and cost. It is about highest quality products and services on or ahead of schedule and at the lowest possible price which are interdependent.

In order to satisfy and retain its external customers, FSL should be competitive based on analysis and supply chain turnaround time by providing real-time information to internal and external customers. Design and simplify with minimal non-value activities for the customers such as defects or constraints. Modify the models based on progressive decision making, with coexisting engineering management. In addition, empower workers to undo time-wasting bureaucracy.

The process owners

The process owners are the analysts (chemists and technologist) who understand about the processes which accomplish all activities in action point and accept accountability. Thus, process assessment and development should be done per day so as TAT reduction to become a reality.

How to improve

Knowledgeable and accountable employees of the process are process owners. However, criticism from customers and suppliers contributes an unlimited need for improvement.

Responsible for

improvement process

Improvement is gradual and continuous, intense process redesign or re-engineering, and should be the basic part of process management and improvements.