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qC. The Process-Based Approach: Going Beyond Auditing to Assessing. Presenter: Ron Sedlock the quality Catalyst 880 State Road 26 Melrose, Florida 32666 Phone: (352) 473-6095 E-mail: [email protected] www.thequalitycatalyst.com. Select One. Obsessed with Sex and Booze!

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The Process-Based Approach: Going Beyond Auditing to Assessing

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The process based approach going beyond auditing to assessing

qC

The Process-Based Approach:

Going Beyond Auditing to Assessing

Presenter:

Ron Sedlock

the quality Catalyst

880 State Road 26

Melrose, Florida 32666

Phone: (352) 473-6095

E-mail: [email protected]

www.thequalitycatalyst.com


Select one

Select One

Obsessed with Sex and Booze!

Excellent Decision Maker

Uses System’s Thinking

Good Management Skills


Presentation outline

The Element Approach

Process and Systems Models

Process-Based Techniques

“In Conclusion…”

Presentation Outline


The process based approach going beyond auditing to assessing

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

What do all of the following have in common?

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


Quality is the result of the system

“Quality is the resultof the system.”


Iso 9000 series quality elements 1987

ISO 9000 Series Quality Elements (1987)


The element approach

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


Traditional compliance audit

Standard

Compliance

Yes

Audit

Completed

Audit

No

Actual

Traditional Compliance Audit


Scope and depth

Scope and Depth

Depth


Scope and depth1

Scope and Depth

Traditional

Audits

Process-Based

Assessments

Depth


Deming s system model

Design and redesign

Consumer research

Suppliers of materials and equipment

Consumers

Distribution

Receipt and test of materials

A B

C D

Production, assembly, inspection

Tests of processes, machines, methods, costs

Deming’s System Model


Updated system model

Updated System Model

Benchmarking

Management Responsibility

Resources

Design

Customer Focus

Purchasing

Product Realization

Measurement/Analysis/ Improvement


Model of a process based quality management system qms

Model of a Process-BasedQuality Management System (QMS)

Continual improvement of

the quality management system

Customers

Customers

Management

responsibility

Resource

management

Measurement,

analysis and

improvement

Satisfaction

Input

Product realization

Output

Requirements

Product


Iso9001 2000

ISO9001:2000

0.2 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


Iso 9001 2000 and baldrige

Customers

Customers

Management

responsibility

Resource

management

Measurement,

analysis and

improvement

Satisfaction

Product realization

Output

Requirements

Product

ISO 9001:2000 and Baldrige

Continual improvement of

the quality management system

1

Leadership

3

Customer and Market Focus

7

Business

Results

3

Customer and Market Focus

2

Strategic

Planning

  • Human

  • Resource

  • Focus

4

Information and Analysis

Input

6

Process

Management


Fishbone process model

Suppliers

Input

Process

Output

Customers

Fishbone Process Model

Person

Material

Process

Machine

Method

S.I.P.O.C. Process Model


Ipo spider process model

IPO Spider Process Model™

Incoming Material

Equipment

Who

Information

Input

Output

Process

Measurement

Environment

Workplace

Decision Making


Model of a process based quality management system qms1

Model of a Process-BasedQuality Management System (QMS)

Continual improvement of

the quality management system

Customers

Customers

Management

responsibility

Resource

management

Measurement,

analysis and

improvement

Satisfaction

Input

Product realization

Output

Requirements

Product


The process based approach going beyond auditing to assessing

Customer Initiate Processes

O

P

I

Your Organization


Business processes

Business Processes


Process linkages

Process Linkages

Customer Initiated Process

Customer Initiated Process

Customer Initiated Process

O

P

I

Internal Customer Initiated Process

Management Process


Ipo spider web model

Design

Purchasing

Assy

Assy

Doc

IPO Spider Web Model™

Prod


Linkage strength

Process

Process

Linkage Strength

Output

Input


The process based approach going beyond auditing to assessing

Scheduled Audit

Process-Based Audit Schedule

HR

Ship

Sales

Design

Purch

Eng

Prod


Auditing systems

Auditing Systems


The process based approach going beyond auditing to assessing

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?


The process based approach going beyond auditing to assessing

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?


Audit report content

Audit Report Content


Why process based

Why Process-Based?

  • To provide input for management review.

  • To assess the system effectiveness.

  • To provide insight to process owners.


The process based approach going beyond auditing to assessing

Optimizing the System

Cross-Functional Improvement

Functional Control


In conclusion

In conclusion…

  • Audit linkages.

  • Report the good.

  • Add value to process owners.

  • Add value to management review.

    Bottom line: Go from auditing to assessing


The process based approach going beyond auditing to assessing

auditor (ô'di-ter) n.

1. One who hears; a listener.


Thanks for listening the end

There will be a meeting of the immediately after in the tavern.

Thanks for listening!The End


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