Process Management and Improvement

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Operational Excellence
The Future?:
…Process Management
and
Process Improvement
The ISO Perspective
ENABLERS
Quality Systems
•Production
•Order Fulfillment
•Support Processes
INFLUENCERS
Culture
SATISFIED
•Supply Chain
CUSTOMERS
•Product Development
RESULTS
DRIVERS
STRATEGY
KEY BUSINESS PROCESSES
The Process Approach
EFFECTIVENESS
OF PROCESS =
Ability to achieve
desired results
(Focus of ISO
9001:2000
PROCEDURE*
(“Specified way to carry out an activity or a
process”- may be documented or not)
Input
(Includes
Resources)
PROCESS
(“Set of interrelated
Output
or interacting activities”)
(“Result of a process”)
MONITORING AND
MEASUREMENT OPPORTUNITIES
(Before, during and after the process)
* Note
PRODUCT
–
This is the definition of “procedure” given in ISO 9000:2000.
This does not necessarily mean one of the 6
“documented procedures” required by ISO 9001:2000
EFFICIENCY OF
PROCESS =
Results achieved
vs resources used
(Focus of
ISO/TS 16949:2002)
ISO 9001 PROCESS BASED
Requirements
Customer Oriented Processes
(COP)
1. Market Analysis / Customer
Requirements
2. Bid/Tender
3. Order / Contract
4. Product and Process Design
5. Product and Process Monitoring /
Validation
6. Product Production
7. Delivery
8. Warranty / Service
9. Post Sales / Customer Feedback
Support Processes
1. Training and
development
2. Information system
3. Maintenance
4. Purchasing
5. Supplier management
6. Facilities
7. Quality
Management Oriented Processes (MOP)
1. Business Planning
2. Business Development
Tools For Process Improvement
Process inputs and outputs
• map the process as it looks today
Identify customer requirements
• Quality Function Deployment/House of Quality
• SIPOC
Determine process capabilities
• process capability studies
• FMEA
Describe the work processes
• process modeling/mapping; future state
Select appropriate measurements
Tools For Process Improvement, cont’d
Test process capability; improve as necessary
Monitor process output
Pareto
chart
Run chart
Control
chart
Check feedback; improve as necessary
• root cause analysis
Ishikawa
diagram
Scatter
diagram
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