19/12/2011. Testing 1. Selected crucial definitions for ISO What does ISO 9001 have to say about processes?

Transcription

1 Euro-Med Workshop on Administrative Simplification Strategies for Enterprises: Better Public Services for Competitive Enterprises Brussels 30 November 1 December 2011 Euro-Med Workshop: Administrative Simplification Strategies for Enterprises Better Public Services for Competitive Enterprises What does ISO 9001 have to say about processes? 1 Selected crucial definitions for ISO ISO 9001 standard: Process approach. This International Standard promotes the use of a process based approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer and regulatory requirements. procedure specified way of carrying out an activity or a process. Process set of interrelated or interacting activities that transform inputs into outputs. product the output of a process. For an organization to operate effectively, it has to establish and manage numerous interconnected activities. An activity or set of activities using resources, and managed in to enable the transformation of inputs into outputs, can be considered as a process. Often the output from one process directly forms the input to the next. The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management to produce the desired outcome, can be referred to as the process approach. : organisation or person that receives a product or a service. Interested party: a person or group of persons that has a stake in the success or performance of an organisation. (Source: ISO 9000 standard: 2000) Testing 1

2 product or service The ISO 9001 model 3 Continuous improvement of the quality management system (QMS) Returning to the definition of process 4 Process: a set of interrelated or interacting activities that transform inputs into outputs. Management responsibility learning Resource management Measurements, analysis and improvement Satisfaction Inputs PROCESS Outputs transformation Requirements Making the product Value added Linking processes as part of a project 5 The process vision: internal customer / supplier 6 Organisation structure The vertical and the horizontal activity entity entity entity interface interface activity activity Needs Requirements Materials Products Services supplier supplier customer customer INTERNAL Processes combining to achieve a goal and create value Testing 2

3 Process: the other name for all the things a business does 7 Conventional types of processes 8 Inputs: Objective Funding Staffing Training Partnerships Contracts Technologies Information etc. Outputs: Service Budget compliance Staff satisfaction etc. Managerial or executive processes. These include policymaking, implementation of objectives within the organisation and resource allocation. They ensure the consistency of creation and support processes. They encompass the measurement and oversight of the process system and use of outcomes with a view to improving performance. Creation processes. These contribute directly to making the product, from detecting customer needs to ensuring customer satisfaction. They encompass all activities related to the product creation cycle. Support processes. These are vital to the operation of all processes, to which they provide the necessary resources. They include activities involving: human resources, financial resources, facilities and their maintenance (premises, equipment, materials, software, etc.), Information processing. (FD X ) FD X documentation 9 The goals of a process approach 10 The process approach consists, first, of reporting on the operations of an organisation s activities using the concept of process - a set of correlated activities having one and the same goal, such as the creation of a product or a service, formulation of a product line, making resources available, etc., which leads to the modelling of an organisation s operations as a system or network of interacting processes. The customer, whether external or in-house, lies at the heart of the process concept: it is the value added supplied to customers that ensures the effectiveness of the process, and the optimisation of resources used that makes it more efficient, thus helping to enhance overall competitiveness. (FD X Introduction.) To undertake a process approach entails investing a little time to expand knowledge and take control of how a firm s various functions are actually and concretely carried out. The goal of an organisation that implements a process approach is to: be more responsive to the needs and expectations of customers and other interested parties, putting them at the heart of the organisation s operations; Implement policy and general objectives in a structured manner at all levels of the organisation; optimise the achievement of results via closer involvement and coordination of all parties concerned. (FD X Introduction.) Testing 3

4 Before beginning a process approach 11 Brief review of management 12 The process approach entails observing all correlated sets of activities involved in the organisation s operations and production, defining processes and then identifying those that make the greatest contributions to the overall objectives of the organisation. A L Prospective Anticipation des mutations Identifying processes requires that these overall objectives: stem from strategic thinking, based on medium- and long-term visions of what the organisation wishes to become, in accordance with the expectations of customers and other interested parties and the orientations selected for achieving the objectives, be fixed, formalised, known and implemented at all operational levels of the organisation. I Total Quality Management G N M E Stratégie Adaptation à l environnement Management Achieving planned objectives Quality assurance Routine operations Co-ordination of operations N Quality control T Execution Performing elementary tasks The right questions a firm should ask itself 13 Process mode responses 14 Company products/ services Organisation Requirements Abilities Know-how Methods What? Who? How? Where? Cost? Requirements Organisation Skills/abilities Know-how Methods Tools Satisfaction With what? When? Enterprise To carry out its activities and turn out products or services, the enterprise implements processes that incorporate, in a consistent manner: Tools Satisfied? organisation and skills/abilities know-how and methods tools Testing 4

5 The paramount importance of modelling: representing the enterprise 15 Representation by corporate functions: mapping processes (1) 16 Why should the process system (interactions between the firm s various functions) be modelled? Just one representation of the enterprise is not enough! A conventional organisation chart alone, even if it conveys hierarchy and function, is not enough to relate what really takes place within an enterprise, what it produces and, above all, for whose benefit. Representation by corporate functions: mapping processes (2) 17 Representation by corporate functions: mapping processes (3) 18 Testing 5

6 Representation by corporate functions: mapping processes (4) 19 Representation by corporate functions: mapping processes (5) 20 Representing the customer. Example: inverted pyramid 21 The process approach : open the boxes! 22 The inventory of processes is performed: By listing: customers and their expectations, products and the corresponding requirements, the organisation s activities By identifying correlations between activities pursuing a common goal. (FD X ) Once the general map of the firm s processes has been drawn, the description of those processes begins. Which should be done first? The aim is to identify the processes most significant to the organisation in terms of their impact on one or more of the following criteria: achievement of strategic management objectives, contribution to turnover and operating profits, satisfaction of customers and other interested parties, the organisation s long-term performance, management of risks and opportunities, especially at the level of managing interactions between processes. (FD X ) Testing 6

7 Describing a process: what does FD X advise? 23 Throughout the undertaking, it is necessary to define and update the characteristics of each process, identifying: its title, which should convey its usefulness: it can be labelled with an action verb (e.g. preparing an ), its goals, which determine the raison d être of the process, its customers (in-house and external), its pilot, the parties involved in carrying it out, its inputs, indicating any that might trigger process implementation, its outputs, which constitute the production of the process, whether they be tangible products, related services or information, such as recordings, its specific resources, essential for completion, whether material, informational or human (agents, services, experts, etc.), its objectives and indicators of outcome and operation, its steering mechanisms: by which specific mechanisms (who, what, how, when, etc.) can the process be steered? (e.g.: process review, analysis of indicators, etc.), its crucial or risky stages: stages that require particular monitoring because experience shows that these are moments or actions that may jeopardise successful completion of the process, its interactions with other processes and the contents thereof: it may be useful to contractualise conditions for swapping elements between processes and to associate indicators with adherence to reciprocal commitments, its reference documents: procedures, operating methods, special instructions describing criteria for successful completion. Describing a process: how to do it graphically? 24 Preparing the draft Circulating the draft Commenting on the draft Studies Contracts Buyer Supplier 1 1 Draft 3 Draft Comments Draft 1 Draft Comments??? Agreed 2 Not agreed Describing a process: how to do it in writing? 25 Summarising the process approach : the control stage 26 Name of the process: Name of the process: Process characteristics Process metrology Goal: Inputs: Outputs: (s): Description of the main subprocesses: Functional links: Objectives associated with the process (customer needs and expectations, implementation of objectives set by management): Performance Indicators: Assessment of the risk of failing to meet objectives and/or of customer dissatisfaction: Process pilot: Doing Checking that what has been done is satisfactory. Strong points Points needing improvement Testing 7

8 Summarising the process approach : the assurance stage 27 Summarising the process approach : the management stage 28 Planning what is to be done and how to do it. Planning what is to be done and how to do it. Doing what has been planned. Doing what has been planned. Checking that what has been done has been done as planned. Checking that what has been done has been done as planned. Taking corrective action. Summarising the process approach : the complete PDCA cycle 29 Summarising the process approach : the complete PDCA cycle 30 The firm plans the implementation of processes to ensure the quality of products and services. The firm does what it has planned. Plan Act Do Check The firm conducts checks on products and services at different levels of the processes. The firm takes action to enhance the quality of processes by improving organisation, skills/abilities, methods and tools. SMQ Testing 8

9 31 Group work Exercise 1 MANAGEMENT, SUPPORT OR OPERATIONAL? Name of process New product design and development Type Management Creation Support Measuring Human resource management Steering corporate activities Purchasing In-house and external communications Formulating and implementing policy and strategy Establishing a line of products/services Shipping Managing contingencies Measuring and monitoring processes Managing skills and abilities Invoicing a service Implementing corporate objectives Managing feedback Measuring customer satisfaction Directing continuous improvement Providing services in connection with products sold Arranging a transaction in France Arranging an export transaction Managing cash flow Selling a product in stock Dealing with nonconformity issues Contract negotiations Conducting a review of top management Identifying customer needs and expectations Auditing Personnel administration Conducting an on-site intervention Planning and scheduling Debt recovery Managing information flows Training and qualifying auditors Taking corrective and preventive actions Maintaining facilities and equipment Measuring community satisfaction Managing the information system Measuring and monitoring products Budgeting Exercise 2 SAMPLE PROCESS: COMPOSING A BOUQUET Testing 9

10 34 A key SME process 35 Would it be possible to get a personalised bouquet for my wife s 25th birthday on Monday? Composition Bouquet Wrapping delivery voucher Flower inventory Delivery Potential nonconformity issues 36 s growing demands 37 Complaint Bouquet delivery voucher Refusal Bouquet delivery voucher Composition Wrapping Composition Wrapping Flower inventory Flower inventory Decoration Delay Cancellation Testing 10

11 38 Mapping processes for a theatre 39 What questions should be asked before starting the map? What do we do? What is the core of our business? What are our products / services? Who are our customers? Which products / services for which customers? What is our environment? etc. Exercise 3 MAPPING PROCESSES 38 Returning to our example of a theatre In the organising a concert process, are there any customer-internal supplier relationships? What are they? How should they be handled? Exercise 4 THE CUSTOMER-INTERNAL SUPPLIER RELATIONSHIP Testing 11