Operational ExcellenceOperational Excellence

The Future?:

…Process Management

and

Process Improvement

The ISO Perspective

DR

IVE

RS

ST

RA

TE

GY

SA

TIS

FIE

D

CU

ST

OM

ER

S

INFLUENCERS

Culture

RE

SU

LTS

KEY BUSINESS PROCESSES

•Product Development

•Supply Chain

•Production

•Order Fulfillment

•Support Processes

ENABLERS

Quality Systems

PROCEDURE*(“Specified way to carry out an activity or a

process” - may be documented or not)

PRODUCT(“Result of a process”)

MONITORING AND MEASUREMENT OPPORTUNITIES(Before, during and after the process)

OutputInput PROCESS(“Set of interrelated or interacting activities”)

EFFICIENCY OFPROCESS = Results achieved vs resources used (Focus of ISO/TS 16949:2002)

(Includes Resources)

* Note –This is the definition of “procedure” given in ISO 9000:2000. This does not necessarily mean one of the 6

“documented procedures” required by ISO 9001:2000

EFFECTIVENESS OF PROCESS = Ability to achieve desired results (Focus of ISO 9001:2000

The Process ApproachThe Process Approach

Customer Oriented Processes (COP)

ISO 9001 PROCESS BASED Requirements

1. Market Analysis / Customer Requirements

2. Bid/Tender3. Order / Contract4. Product and Process Design5. Product and Process Monitoring /

Validation6. Product Production7. Delivery8. Warranty / Service 9. Post Sales / Customer Feedback

Support Processes

1. Training and development

2. Information system3. Maintenance4. Purchasing 5. Supplier management6. Facilities7. Quality

Management Oriented Processes (MOP)1. Business Planning 2. Business Development

Tools For Process Improvement

Process inputs and outputs• map the process as it looks today

Identify customer requirements• Quality Function Deployment/House of Quality

• SIPOC

Determine process capabilities• process capability studies

• FMEA

Describe the work processes• process modeling/mapping; future state

Select appropriate measurements

Tools For Process Improvement, cont’d

Test process capability; improve as necessary

Monitor process output

Check feedback; improve as necessary• root cause analysis

Pareto chart

Run chart

Control chart

Ishikawa diagram

Scatter diagram