training process management

8/7/2019 Training Process Management

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PageCSPCopyright 2002 Process Management

PROCESS

MANAGEMENT

TRAINING


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Welcome Remarks

Coffee Break

Cigarettes

Cellular Phones Restrooms

Breaks

Other Issues


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Course Objectives

After completing this course, you will be able to:

Learn how the a visual description of your processes and use a process-based approach:

To find & fix problems quickly;

To drive and adapt to change;

To keep your people involved;

As a foundation for continuous improvement.

Define your integrated business process model tightly aligned to yourbusiness goals;

Optimize and reengineer your process model to gain business advantage.


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Course Methodology

Individual exercises will be required.

You will be divided into teams for the workshops exercises.

Presentations will be required.

You are expected to share your experiences in the classroom byactive participation throughout all parts of this training program.

You will be offered an excellent opportunity to

improve your knowledge by doing.

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Course Content

Introduction

Quality & Customer Needs

Definition of a Process Process Management

Customer Related Processes

Practical Cases

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Name

Position

Company

Background

Expectations

Name

Position Company

Background

Expectations

OK, LETS MEET . . .

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QUALITY & CUSTOMER NEEDS

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DEFINITION OF QUALITY

The Ability of a:

Product,

System,

Or Process

To Satisfy Customer Needs

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Definition of Quality

according to ISO 9000 : 2000

Degree to which a set of different

Characteristics fulfills requirements

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Page CSPCopyright 2002 Process Management

CUSTOMERS

NEEDS

Realization

Customer satisfaction

LATENT

NEEDSEXPRESSED

NEEDS

IMPLIED

NEEDS

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THE QUALITY or

SUPPLY CHAIN

Customer

Marketing

Studies

Purchasing

Methods

Manufacturing

Control

Logistics

Commercial

Sales service

Customer

THE QUALITY OF EVERY LOOP

DETERMINES THE OVERALL QUALITY OF

EVERY INTERNAL CUSTOMER-SUPPLIER

RELATIONSHIP IN THE COMPANY.CUSTOMER LOYALTY DEPENDS ON THE

POWER OF THIS CHAIN.

THE FINAL LEVEL OF QUALITY ISDETERMINED BY THE WEAKEST

LINK IN THE CHAIN

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THE

HISTORY OFQUALITY

CORRECTION PREVENTION

TRUST

SUSPITIONPASTPAST

FUTUREFUTURE

Quality

Circles

TOTAL

QUALITY

Quality

Management

Statistical

Process

ControlTraditional

Control

ScientificManagement

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QUALITY MANAGEMENT

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Cus

tomer

ISO 9001 : 2000 QUALITY MANAGEMENT SYSTEM

CONTINUAL IMPROVEMENT

Requ

iremen

ts

Satisfa

ction

Custo

me

r

Resource

Management

Measurement,

Analysis,

Improvement

Management

Responsibility

Productand/or Service

Realization

Service

OutputInput

Custo

me

r

Product and/or

Service

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QUALITY MANAGEMENT SYSTEM

PROCESSES

PEOPLE

RESOURCES

QMS

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QUALITY MANAGEMENT PRINCIPLES

1. Customer Focus

2. Leadership

3. Involvement of People

4. Process Approach

5. System Approach to Management

6. Continual Improvement

7. Factual approach to decision making8. Mutually beneficial suppliers relationships

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TOTAL QUALITY MANAGEMENT

P D

CAQUALITY

MANAGEMENT

CONTINUOUS

IMPROVEMENT PLAN DO

CHECK

ACT

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FACTS

500

RESULTS

500

E.F.Q.M.EUROPEAN FOUNDATIONFORQUALITY MANAGEMENT

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DEFINITION OF A PROCESS

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This International Standard promotes the adoption of aprocess approach when developing, implementing and

improving the effectiveness of a quality management

system, to enhance customer satisfaction by meeting

customer requirements.

For an organization to function effectively, it has to

identify and manage numerous linked activities. An

activity using resources, and managed in order to enable

the transformation of inputs into output, can be considered

as a process. Often the output from one process directlyforms the input to the next.

PROCESS APPROACH (ISO9001:2000)

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The application of a system of processes within anorganization, 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 ongoingcontrol that it provides over the linkage between the

individual processes within the system of processes, as

well as over their combination and interaction.

PROCESS APPROACH

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When used within a quality management system,such an approach emphasizes the importance of:

a) understanding and fulfilling requirements,

b) the need to consider processes in terms of added

value,

c) obtaining results of process performance and

effectiveness,

d) continual improvement of processes based on

objective measurement

PROCESS APPROACH

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Quality Management System Approach

(ISO 9001:2000)

Determine the needs and expectations of customers

Establish Quality Policy and Quality Objectives

Determine processes and responsibilities

Determine and provide necessary resources

Establish methods to measure the effectiveness and

efficiency of each process

Determine means of preventing non conformities

Continual improvement of the QMS.

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WHAT IS A PROCESS

A PROCESS IS THE TRANSFORMATION OF INPUTS INTOOUTPUTS WITH ADDED VALUE:

SUPPLIER

INPUTS

SPECS

CLIENT

OUTPUTS

SPECS

ENVIRONMENT MEASURE OBJECTIVE

METHODSRESOURCES COMPETENCE

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PROCESS MANAGEMENT

Identify

Describe

Follow up

Improve

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IDENTIFICATION OF PROCESSES

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TYPES OF PROCESSES

OPERATIONAL

o Ex : Sales, Production, Delivery, After Sales, Claims

SUPPORT

o Ex : Recruitment, Marketing, Maintenance

MANAGEMENT

o Ex : Planning, Auditing, Review, Improvement

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LEVELS OF PROCESSES

MACRO

o Ex Human Resources, Customer Service

TRANSVERSAL

o Ex : Purchasing, Claims, Installation

INDIVIDUAL

o Ex : Repair, Negotiation

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PROCESS MAP

Design

Customer

related processProductionPurchasing Logistics

Customer

Needs

Customer

Satisfaction

Produc

t

Service

Quality

Planning

Management

Review

Audits

Data analysisNon

Conforming

products

Improvement

HumanResources

MaterialResources

Maintenance

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LIST OF PROCESSES List all processes

Define & Categorize the processes

Operational

Support

Management

Draw your process Map

Identify Strategic Processes Contribution to the global revenue

Risk of customer non satisfaction

Key success factor

Important non quality

Consider external activities (suppliers, clients)

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PROCESS DESCRIPTION

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PROCESS CHARACTERISTICS

Title

Start (input: need)

End (output: product/service, satisfaction of a need)

Activities - Operations

Responsibilities

Resources (competence, financial, material, information)

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EVALUATING A PROCESS

Objectives resulting from

Customer requirements

Management

Legal

Indicators

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DOCUMENTING A PROCESS

It could be:

1. A procedure

2. A description in a manual

3. A check list

4. A form - record

Competence

Complexity

3,41,2,3,4

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Example : Procedure

The Process Name Scope

Domain of Application

Reference Documents

Definitions and Abbreviations

Diffusion

Modifications

Annexes

Records

Description of the Process: Flow Chart, Responsibilities and Resources

Indicators and Objectives

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FLOW CHART

Need

Request

Verify

Approvetherequest

yes

Verify

Resources No Operation

Responsibilities

QM

CM

ED

RE

GM

Improvement

Action

Form

Quality Planning

List

1

2

3

4

5

6

E

P

I

P

I

I

P

E

P

I

E

P

I

P

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REVIEW AND IMPROVEMENT

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PROCESS PILOT

Designated by Management for the surveillance of the process.He:

Integrates requirements (customer, internal and legal)

Defines acceptance criteria

Measures achievement of objectives, audits Follows up non conformities

Assures corrective actions are conducted

Identifies improvement opportunities and proposes preventiveactions

Implements improvements

Informs management

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WHAT THE PROCESS PILOT SHOULD DO

Assures the process is defined an described

Assures process is efficient

Assures process is effective

Assures process is adapted and reviewed

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Page 4CSPCopyright 2002 Process Management

PROCESS REVIEW Reviews help in:

Guarantee customer satisfaction

Identify non conformities and corrective actions

Identify opportunities for improvement

Frequency: as needed

Participants: all concerned (internal and external)

Points to discuss:

Objectives defined during previous management reviews

Follow up of decided actions

Examination of: indicators, claims, audits, other information

Evolution of requirements (customer, internal and legal)

Determining necessary corrective and preventive actions

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PROCESS IMPROVEMENT

Define priorities (Non Conformities, Impact,

Occurrence)

Establish Action Plan

Follow up

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Example : Customer Related Process

1. Identify Customer Needs

2. Assure needs are understood

3. Assure the organization has the capability to

satisfy Customer Needs

4. Assure Customer needs are satisfied

5. Assure that Communication means are defined

and adapted.