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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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Presentation Transcript
slide1

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
slide4
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

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 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

slide21

Customer Initiate Processes

O

P

I

Your Organization

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

slide28

Scheduled Audit

Process-Based Audit Schedule

HR

Ship

Sales

Design

Purch

Eng

Prod

slide30

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?

slide31

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?

why process based
Why Process-Based?
  • To provide input for management review.
  • To assess the system effectiveness.
  • To provide insight to process owners.
slide34

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

slide36

auditor (ô\'di-ter) n.

1. One who hears; a listener.

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