Quality and The. A Discussion of the Power of Business Process and Effect on Quality. Federal Aviation Administration Business

Transcription

1 Quality and The Business A Discussion of the Power of Business Process and Effect on Quality Presented to: CAR AIM Seminar By: George Sempeles, AIM Quality Manager Date: July 2012

2 IM Transformation Quality AIM Exchange Standards System-wide IM Exchange Infrastructure Exchange Model Coverage Integrated Aircraft / ATM Flight Object Integrated Services Real-time Operations Modeling Network IM AIS Business Management Quality Management AIM Global Congress

3 Agenda Quality The Interdependence and Power of the Business Process ISO Standard Impact of Implementation 3

4 Dimensions of Quality Product Quality: Extent to which the products and services meet the regulatory requirements and needs of specific customers Organization Quality: Extent to which the organization maximizes its efficiency and effectiveness and is the inward facing view of the organization Business Quality: Extent to which the business serves the needs of all stakeholders and is the outward facing view of the organization 4

5 Quality Management System Serves one purpose: Enables organizations to close the gap between the standard required and the standard reached 5

6 Four Principles of Quality Quality Planning Quality Assurance Quality Control Quality Improvement 6

7 The Power of Business Process Mapping Types Performance Level Type of Mapping Work Emphasis Process Cross-functional process map/ Swim lane diagrams Path of work that crosses functions; resource identification Job/Performer Flowchart Value-creating or nonvalue-creating work performed Organization Relationship Map Provider-customer relationship / part-whole relationships 7

8 Swim Lane Diagrams A swim lane depicts the work flow within an organization Depicts the different functions and how the work flow moves back and forth or in a linear fashion across and between different functions Parts of the swim lane diagram: Swim lane (context) Workflow (mechanism that creates and delivers value) Supplier-customer relationships Hand-off of work items between distinct entities or interface between two components Performance Level: Process 8

9 Swim lane Diagram Example Performance Level: Process 9

10 Flowchart A graphic representation of the sequence of activities used to create, produce or provide a specific, unique output understanding work at the most granular level Distinguish between value creating and non-value creating activity Makes non value-creating activity visible, such as delays, storage, batching, movement, inspection, approval, rework, etc. Performance Level: Performer 10

11 Relationship Mapping Visual expression identifying the different parts of the organization and the internal and external suppliercustomer relationships Does not show work activities -- expresses relationships or input/output connections among selected parts of the organization Shows what the organization takes in (resource, inputs) and what it produces (transformed resources) Suppliers Inputs Data Sources: Airports, Safety, Regulations, Inputs External Customer, Airport Managers Example An Organizations Selected Parts AIM, Communications, Outputs Customers AIP Performance Level: Organization 11

12 Why ISO? Utilized in various groups within FAA Recommended by ICAO Uses the Process Approach to Quality 12

13 Process Approach Emphasizes the importance of Understanding and meeting the requirements The need to consider processes in terms of added value Obtaining results of process performance and effectiveness, and Continual improvement of processes based on objective measurement The result is meeting the requirements A systematic approach to common sense 13

14 Quality Planning The organization plans: Develop Strategy (Quality Policy) Set Objectives (Quality Objectives) Document Plan (Quality Manual) Quality Planning 14

15 ISO: Clause 5: Management Responsibilities Management The Plan, Do, Check, Act Cycle and ISO 9001 Direction PLAN ISO: Clause 5.4: Planning Information ISO: Clause 7.2.3: Customer Communication Requirements ACT Customer Product /Service DO ISO: Clause 8: Measurement, Analysis, and Improvement Monitoring and Measurement Operational Controls Customer Satisfaction CHECK ISO: Clause 8.4: Analysis Clause 8.5: Improvement (Corrective & Preventive Action Clause: 5.6 Management Review Quality Planning 15

16 Quality Assurance Provides confidence that quality requirements will be fulfilled Overall development and management process Implement Strategy (QMS Roles and Responsibilities) Execute Plans (QMS Procedures) Maintain Evidence of Actions Taken (QMS Records) Follow QMS Procedures: Corrective Action Preventive Action ISO Clause and Document Processes & Work Instructions Quality Assurance 16

17 Quality Control Follow QMS Procedures: Control of Documents Control of Nonconforming Product Control of Records Internal Audit ISO Clause ISO Clause ISO Clause ISO Clause Quality Control 17

18 Quality Improvement QMS Roles Role Director Quality Manager QMS Management Representative Management Champions Quality Improvement 18

19 Quality Improvement QMS Management Responsibilities (ISO Standard) ISO Clause 5.6 Commitment Customer Focus Quality Policy Planning Responsibility, Authority, Communication Review Quality Improvement 19

20 Recognizing Improvement Updated Objectives Updated Process Call-out s from last year's survey Quality Improvement 20

21 TL: Objectives Non-conforming product reports 21

22 NFDD: Process/Product Conformity Did we meet ADC Objective since 1 December 2011? All requests received in the online Airport Data Changes (ADC) portal are processed within, and corresponding to, the ICAO AIRAC cycle and the associated NFDC cutoff dates. Quarterly goal 87% met (December to April) 22

23 In closing Quality is important You can achieve success by setting goals, measuring the gaps between where you are and where you want to be Business process documentation is critical and the first step to any quality management system 23

24 Questions Now. Later 24