This present paper, will be use a particular organization Roti Segar Sdn

Bhd.to illustrate the the steps of process analysis and discuss how these
steps are implemented in selected organisation. Further, evaluation how
does the implementation of process analysis assist the organisation in
improving the efficiency of its operation management will be discussed.
Roti Segar Sdn. Bhd. is a factory that sells a full range of baked product such
as breads and cakes. rolled the first loaf of bread off its line in 1994. Roti
Segar Sdn. Bhd. have taken steps to register the brand ROSEGAR
commercialization. This makes it an identity of its own. As a manufacturer of
flour-based products, Fresh Bread in supply of key raw materials (flour) from
providers such as Malayan Flour Mill, Federal Kuantan Flour Mill and Flour
Mill. These companies have proven to produce flour suitable for the Fresh
Bakery products. As a result of quality control and management efforts
comprehensive market, Fresh Bread has more than 385 realtors network
consisting of retail shops and mini-markets in large part as in Lumut Perak,
Drainage expenses, Ipoh, Kg. Elephant, Silver Cross and Pantai Remis.
Company Mission
To be known as a factory production of indigenous food products high quality
with the motto "Trusted Products" to the market in Malaysia in particular and
the world in general.
Company Vision
Strives to be known as a franchise business exporters of food products to the
international market.

Introduction
Process analysis helps an organization improve how it conducts its functions
and activities in order to reduce overall costs, provide more efficient use of
scarce resources, and better support customers. It introduces the notion of
process orientation, of concentrating on and rethinking end-to-end activities
that create value for customers, while removing unnecessary, non-valueadded work. Generally technology is implemented to automate or streamline
business processes, so it is important to conduct a business process analysis
to understand how the process works and how it can be improved.
Basic Steps of Process Analysis

Step 1- Identify opportunity for improvement

All companies have existing business processes whether documented or
not which have likely evolved over time. As organizations grow and change,
processes are modified to meet changes in regulation, competition, and
technology or business sophistication. There comes a time, however, when a
business process has outlived its usefulness in its current incarnation.

There are many ways to identify opportunity in order to help improving the
process; one way for example, being

familiar with the business processes.

Process improvement starts with having a firm foundation of all parts of the
company, understanding what makes the organization work. If one is coming
from outside the company, interview as many employees as possible, on all
levels; familiarize oneself with all departments and how they work together
and visually chart company processes.

Second way of example is identify measurable processes in the core business

functions. Gather data measurements of the business processes such as
inventory levels, costs, sales, demand, labor hours, lead times and space
allocations.

Third way is looking to where waste occurs in the process flow. Waste is
defined as processes that do not add value to an organization. Process
improvement drives away waste and increases value in an organization.
Wastefulness in processes can take the form of redundancy of personnel or
tasks, excessive quality testing, inventory overages or excessive labor.
Identifying waste is a key step in determining where processes can be
improved.

Step 2- Define the scope of analysis

The project requirements (from collect requirements), are more thoroughly
understood and documented, and may be carried out in a simple informal
manner or a complex formal and detailed manner. If this were a construction
project for example, then the define scope process will need to be done in
detail as errors here can have huge cost, resource and schedule implications.
Because projects are progressively elaborated, the collect requirements and
define scope processes will often be performed numerous times throughout
the project.
The main input is the project charter itself, as it will detail the goals and
objectives of the project, a description of the scope, and any constraints and
assumptions. The requirements documentation is also an input as the define
scope process translates these requirements into more detail. A final input is
the organisational process assets. These can take many forms, including

project plans from previous similar projects, templates, policies procedures

or guidelines, etc. There are two main outputs from the scope management
process, the project scope statement, and project document updates.
The project scope statement provides the baseline agreement among all
of the stakeholders of the project and its deliverables. The project scope
statement includes the objectives of the project, the product description and
requirements for the project, the constraints and assumptions, and the risks
are have been identified relating to the project scope. This document should
also include the acceptance criteria for the end product.
Project document updates. Obviously this relates to any documents that
may need to be updated as a result of defining the project scope, and
typically includes the requirements documentation and the requirements
traceability matrix, and the stakeholder register. Estimating data, issues and
risk data may also need to be updated.

Tools that are used in the define scope process are:

Expert judgement. This is the use of technical experts helping to develop
relevant parts of the project scope statement.
Product analysis. This involves detailed analysis of the project product
service or a result and the output here is a better understanding of the
requirements. Many tools are available to carry out products analysis and
these may include; requirements analysis, value engineering, product
breakdown, and systems analysis.
Facilitated workshops. This is described in the collect requirements
process, and is here used to further refine knowledge of the to the project
scope.
Alternatives identification. Brainstorming is it method here with the aim
of helping the team to understand and consider all options relating to the
project scope.

Step 3- Document the process

Process documentation is a method of concisely capturing and sharing
critical project concepts, plans and information as they are developed, so
that impacted parties can share this information, make informed decisions,
and keep the project moving forward without having to revisit old
discussions. The basic aim of process documentation (PD) is to learn from
implementation experience and in the light of this modify the strategy and
ultimately, policy of a program, project or organization. Documentation of
processes helps in creating systematic information to articulate the
intervention strategies and develop the flow chart of a program. This helps

the project or organization to find out more about the needed field
intervention methods, coordination, management requirements, financial
management and human resource development policies. Not only the project
conducting process documentation takes benefit from this but also other
similar projects and agencies can use the outcome as a model in their
formulation and implementation methods.

Methods and Tools of Process Documentation

There are many methods and tools available today to aid in capturing
information about how an organization performs its day-to-day activities in
order to achieve desired efficiencies and cost reductions. Example as follows:
i. Use of existing documentary material
ii. Records
iii. Structured interviews
iv. Case studies
v. Reconstruction of events

Step 4- Evaluate performance of the process

These data provide the performance level of the process. The focus is on the
overall picture of the organization's performance for a particular period of
time. Finally, recommendations are made based on the data collected and
the assessment and performance evaluation. Given the recommendations,

the analyst and the customer can review alternatives for implementation
purposes.

Sample

methods

to

measure

the

effectiveness

of

the

current business processes as follows:

Measure Time Utilization: Measure time utilization in major business

processes and key job positions performing the processes. Measure the cycle
time and process time required to complete each business process. Use an
appropriate cycle time and process time collection method.

Measure Cost: Determine the cost of performing each process. For each
activity within the process, determine the personnel cost, including overhead
(e.g., floor space, heat and employee benefits) as well as other costs (e.g.,
materials and computer systems).

Step 5: Redesign the process

In this step, a careful analysis is carried out to identify the performance gap.
During the gap analysis, a comparison between the aspired endedstate
process stage models and the model produced in the mapping existing
processes stage (current state) is made. The objectives of the comparison
are to:
Highlight the functions that have been eliminated and added
Identify the activities required to attain the aspired end-state

Determine if resources are adequate to complete the implementation

The main outcome of gap analysis report which:
i. States the outcomes from the analysis performed
ii. Compares the current situation with the aspired model
iii. Highlights the differences between key activities, knowledge and skills
emphasized in the aspired model and those in the existing processes
model

Step 6: Implement the changes in the process

After the propose changes have been approved, the implementation of the
redesigned process begins. For a successful redesign project, the changes
applied on the processes must be governed by several change control
mechanisms. To achieve that, the technical changes should be combined by
the changes in the mind-set of work for employees who will be affected by
the changes done to the processes. Beside, a full support from management
would be essential.

Identification and discussion on the process analysis implemented

in the selected organisation
Step 1- Identify opportunity for improvement

By good feedback and high demand by customer, Roti Segar Sdn. Bhd. needs
to increase its production volume of sourdough bread. Currently they bake

about 4000 loaf of sourdough bread a day. Because of expanding their

outlets and agents, demand has increase to 6000 loaf a day.
To meet the target production, the artisan has found out that the step in the
process that has the lowest rate of production is proofing process.

Any commercial or home baker knows that in order to create delicious bread
that is not dense or flavorless, the proofing step is essential. However,
proofing process is time consuming and depends upon temperature and
humidity: the temperature of the dough needs to remain warm enough that
the yeast can complete the fermentation process. While increasing the
humidity when proofing can speed proofing time, it also results in less
complex flavor in the finished bread. A longer proofing time in a less humid,
cooler environment produces richer flavor, such as that found in a tangy
sourdough loaf.

Step 2- Define the scope of analysis

PROJECT OBJECTIVE
To increase sourdough bread production volume from 4000 loaf a day to
6000 loaf a day.
DELIVERABLES

6000 sourdough bread produced a day.

MILESTONES
1. Permits approvedMarch 5
2. Foundation pouredMarch 14
3. Mixing, dividing, inter proofing, moulding, final proofing, baking,
depanning, cooling, slicing and packaging May 25
TECHNICAL REQUIREMENTS
i. Desired dough temperature at completion of mixing. (Desired dough
temperature is 80 degrees F).
ii. Available water temperature.
iii. Pounds of water in the formula.
iv. Number of BTU's of heat that one pound of ice removes from its
surrounding area when it melts from a solid to a liquid ( 144 BTU's )
v. Temperature of mixing room.
vi. Temperature of flour.
vii.Friction factor. This is the amount of heat that is created during the
mixing process. At the end of this lesson, the procedure for computing
the Friction Factor of a mixing machine will be demonstrated.
LIMITS AND EXCLUSIONS
i. Space requirements for processing
ii. Expenses on labour hiring

iii. Product quality may vary from batch to batch due to poor process
control.
CUSTOMER REVIEW
Staff, agents and customer of Roti Segar Sdn. Bhd.

Step 3- Document the process

Case Study - The fermentation speed
Yeast produces carbon dioxide out of the sugars present in the dough. Baking
powders also produce carbon dioxide but will not produce the typical bread
taste.
Sugar: Sugar will affect the fermentation speed, the colour and taste.
Amounts up to 3% will increase carbon dioxide production. More sugar will
reduce the fermentation speed and will give a noticeable sweeter taste.
Salt: Salt will slow down the fermentation speed and harden the gluten. In
common bread doughs 1-2% salt is added.
Yeast: Because of the various yeast types always follow the instructions of
the manufacturer. More yeast produces more carbon dioxide and the dough
will be "faster". Less yeast will make the dough slower.
Other ingredients: Ingredients like fat (bread improver), milkpowder, malt
etc. will require more yeast to maintain the same level of carbon dioxide
production.
Step 4- Evaluate performance of the process

Below is the basic process of bread making in Roti Segar Sdn. Bhd..

Step

Time

Weighing and Mixing

30 minutes

Float test, mix with water and flour

30 minutes

Add salt, begin bulk rise in warm oven

1hour

Interproving at 65 degrees (Turn every half hour for first 2

8 hours

hours)
Moulding and bench rest

45 minutes

Final proving

1 hour

Baking

40 minutes

Depanning

1 hour

Cooling

1 hour

Slicing and packaging

1 hour

Bread making process timeline for 1 batch (500 loaf) of bread

Step 5: Redesign the process

Step

Time

Weighing and Mixing

30 minutes

Float test, mix with water and flour

30 minutes

Add salt, begin bulk rise in warm oven

1hour

Interproving at 65 degrees

2 hours

Moulding and bench rest

45 minutes

Final proving

1 hour

Baking

40 minutes

Depanning

1 hour

Cooling

1 hour

Slicing and packaging

1 hour

Step 6: Implement the changes in the process

The changes implemented using the pre-rising prover purchased from the
vendor. The detail of the machine is as follows.
Sottoriva Pre-Rising Prover
Model : C.L.I
Country origin: Italy
Weigh range: 100g up to 1400g
Power: 415v-3hp-50hz

Evaluation on the process analysis in improving operation management

efficiency of the selected organisation
Goal Achievement
With the new process implementation, Roti Segar Sdn. Bhd. has successfully
achieve its production volume target from 4000 pcs of bread a day to 6000 pcs of
bread a day. This has been proven by reducing the proving time which initially
consume 8 hours of fermentation to 2 hours fermentation.
Satisfaction of stakeholders
Generally, the stakeholder satisfied with the result and which benefits their resource
allocation for the process change.
Project's costs and benefits
The process change cost Roti Segar Sdn. Bhd. about 73,000.00 for pre rising
machine.

Summary

Process analysis is a basic skill needed to understand how a business

operates. One can obtain great insight by drawing a simple flowchart
showing the flow of materials or information through an enterprise. There are
six basic steps in process analysis which are:

Step 1- Identify opportunity for improvement

Step 2- Define the scope of analysis
Step 3- Document the process
Step 4- Evaluate performance of the process
Step 5: Redesign the process
Step 6: Implement the changes in the process

These process have been applied in analysing operation process at Roti

Segar Sdn. Bhd. and successfully identify opportunity to improve the current
process in order to meet the company product output target.

Evaluation on the process analysis in improving operation management

efficiency of the selected organisation have been reviewed and resulting the
objective of implementing the process changes is successful.