The Process-Based Approach: Going Beyond Auditing to Assessing

Transcription

1 The Process-Based Approach: Going Beyond Auditing to Assessing Presenter: Ron Sedlock 880 State Road 26 Melrose, Florida Phone: (352)

2 Select One Obsessed with Sex and Booze! Excellent Decision Maker Uses System s Thinking Good Management Skills 2

3 Presentation Outline The Element Approach Process and Systems Models Process-Based Techniques In Conclusion 3

4 What do all of the following have in common? Process-Based Six Sigma DFSS Lean Manufacturing Balanced Scorecard SPC DOE QFD Benchmarking Reengineering 7 Habits The Learning Organization ISO 9001 Baldrige Taguchi Poke Yoke Activity-based Costing MBO Concurrent Engineering JIT Quality Circles MRP MRP II Kaizen CIP TQM TQL Hoshin Kempner-Tregoe ZD VA/VE Answer: Cross-Functional Teamwork 4

5 Quality is the result of the system. 5

6 ISO 9000 Series Quality Elements (1987) Requirements Management Responsibility 2. Quality System 3. Contract Review - 4. Design Control Document and Data Control 6. Purchasing - 7. Control of Customer-Supplied Product - 8. Product Identification and Traceability 9. Process Control Inspection and Testing 11. Control of Inspection, Measuring, and Test Equipment 12. Inspection and Test Status 13. Control of Nonconforming Product 14. Corrective Action Handling, Storage, Packaging, Preservation, and Delivery 16. Control of Quality Records 17. Internal Quality Audits 18. Training 19. Servicing Statistical Techniques 6

7 The Element Approach Not how a business really works Not easy for the user to interpret No connection to improvement No need for process linkages 7

8 Traditional Compliance Audit Standard Audit Compliance Yes Audit Completed Actual No 8

9 Scope and Depth Scope Task Dept. Depth Documentation Compliance Traditional Audits 9

10 Scope and Depth Scope Task Dept. Links System Documentation Compliance Traditional Audits Depth Effective Improve Process-Based Assessments 10

11 Deming s System Model Design and redesign Consumer research A B Suppliers of materials and equipment Receipt and test of materials Production, assembly, inspection Distribution Consumers C D Tests of processes, machines, methods, costs 11

12 Updated System Model Management Responsibility Benchmarking Resources Design Customer Focus Purchasing Product Realization Measurement/ Analysis/ Improvement 12

13 Model of a Process-Based Quality Management System (QMS) Continual improvement of the quality management system Management responsibility Customers Resource Measurement, Customers management analysis and improvement Satisfaction Requirements Input Product realization Product Output 13

14 ISO9001: Process approach The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management, can be referred to as the process approach. An advantage of the process approach is the ongoing control that it provides over the linkage between the individual processes within the system of processes, as well as over their combination and interaction. HR Sales Prod Eng 14

15 ISO 9001:2000 and Baldrige Continual improvement of the quality management system 1 3 Customer and Market Focus Customers Requirements 2 Strategic Planning 5 Human Resource Focus Input Resource management Leadership Management responsibility Product realization 6 Process Management Measurement, analysis and improvement 7 Business Results Product 4 Information and Analysis Output 3 Customer and Market Focus Customers Satisfaction 15

16 ISO 9001 Malcolm Baldrige Nonconformance Strengths & Weaknesses Audit Assessment An assessment of the effectiveness of the Quality Management System (QMS) 16

17 Traditional Quality Problem solving Root Cause Analysis Appreciative Inquiry Quality Existing solution searching What-is-working amplification What do we need to do less of? Weaknesses What do we need to do more of? Strengths 17

18 Fishbone Process Model Person Material Process Machine Method S.I.P.O.C. Process Model Suppliers Input Process Output Customers 18

19 IPO Spider Process Model Who Incoming Material Equipment Information Input Process Output Environment Decision Making Workplace Measurement 19

20 Model of a Process-Based Quality Management System (QMS) Continual improvement of the quality management system Management responsibility Customers Resource Measurement, Customers management analysis and improvement Satisfaction Requirements Input Product realization Product Output 20

21 Customer Initiate Processes O P I Your Organization 21

22 Business Processes Customer Oriented Processes (COP s) Market Analysis/Customer Requirements Bid/Tender Order/Request Product and Process Design Product and Process Verification/Validation Product Production/Realization Delivery Payment Warranty/Service Post Sales/Customer Feedback Internal Customer Initiated (or core processes) Marketing Sales Design Purchasing Production Delivery Service Accounting Management Initiated (or support processes) Benchmarking Communication Contract Review Customer Property Data Analysis Human Resource Infrastructure Inspection Material Handling Metrology Product Identification Quality Policy Resource Management Training Management Review Customer Satisfaction and Measures Corrective and Preventive Action Records Document and Data Control Internal Audit Nonconforming Product Control Continual Improvement Records Auditing Management Review Maintenance 22

23 Customer Initiated Process Process Linkages O P I Internal Customer Initiated Process Management Process 23

24 IPO Spider Web Model Design Purchasing Prod Assy Doc 24

25 Linkage Strength Process Output Input Process 25

26 Process A Process B Process C Process D Process E 5.1 Management commitment 5.2 Customer focus 5.3 Quality policy 5.4 Planning 5.5 Responsibility, authority and communication 5.6 Management review 6.1 Provision of resources 6.2 Human resources 6.3 Infrastructure 6.4 Work environment 7.1 Planning and product realization 7.2 Customer-related processes 7.3 Design and development 7.4 Purchasing 7.5 Production and service provision 7.6 Control of monitoring and measuring devices 8.1 General 8.2 Monitoring and measurement 8.3 Control of nonconforming product 8.4 Analysis of data 8.5 Improvement 26

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28 Process-Based Audit Schedule Scheduled Audit Sales HR Design Purch Eng Prod Ship Management Responsibility Resource Management Product Realization Measurement 28

29 Auditing Systems Design Purchasing Engineering Production 29

30 Audit the arrows A hand-off from one operation to another? A communication link from one department or company to another? Transporting product from one location to another? An input to the process? Indicating off-line processes? 30

31 Audit the diamonds Was the decision based on facts? Who made the decision? How timely? How many yes s vs. no s? Where are they located? 31

32 Audit Report Content SECTION I: Audit Identification Auditee s name, location, date, product identification Key personnel contacted (Cross-Functional) Audit team members Auditors qualifications Identification of checklist SECTIN II: Results of Audit Strengths Weaknesses Major Discrepancies Minor Discrepancies Recommendations Exit interview attendees (Cross-Functional) SECTION III: References Audit team s appreciation Distribution list List of attachments 32

33 Why Process-Based? To provide input for management review. To assess the system effectiveness. To provide insight to process owners. 33

34 Functional Control Optimizing the System Cross-Functional Improvement General Manager Manager Manager Manager Manager Manager Super Super Super Super Super Super Super Super Super Super Super Worker1 Worker2 Worker3 Worker4 Worker5 Worker1 Worker2 Worker3 Worker1 Worker2 Worker3 Worker4 Worker5 Worker6 Worker1 Worker2 Worker3 Worker4 Worker5 Worker1 Worker2 Worker3 Worker4 Worker5 Worker1 Worker2 Worker3 Worker1 Worker2 Worker3 Worker4 Worker5 Worker6 Worker7 Worker1 Worker2 Worker3 Worker4 Worker5 Worker6 Worker7 Worker1 Worker2 Worker3 Worker4 Worker5 Worker1 Worker2 Worker3 Worker4 Worker5 Worker6 Worker1 Worker2 Worker3 Worker4 Worker5 34

35 In conclusion Audit linkages. Report the good. Add value to process owners. Add value to management review. Bottom line: Go from auditing to assessing 35

36 auditor (ô'di-ter) n. 1. One who hears; a listener. 36

37 Thanks for listening! The End There will be a meeting of the immediately after in the tavern. 37