Hi,
we are trying to make some improvements on our processes. We have a process map (made by former QM together with some other people) which is very similar to the functional organisation. I don't like it but I don't know how it should look really. I initiated some group-work regarding one particular process - supply and delivery. The manager for the department has stated that he want the department to work process oriented so we started to look into his department and what they do.
We don't manufacture our products inhouse. We develop and design our equipment and put it together in systems. The supply team have quite important role to do. So have the logistics too.

We started to look on the output, input to the "process". I am not sure we look at the process - maybe we just look at the departments? We shall go further with defining sub-processes to the supply&delivery process.
Could you look at the attached list and tell me if we are on the right track.
There are a lot of inputs and outputs - are they too many? Are we to particular?
What about sub-processes? are purchasing, delivery, product realization possible subprocesses?
hmm...I have a feeling that we follow our organisational chart to much...is it any clever way to find right processes in the company?
I can supply you with more input if you want but I stop at this point for now...I look forward your opinions
Best regards,
Monika G (just a QM beginner)

Hi,
we are trying to make some improvements on our processes. We have a process map (made by former QM together with some other people) which is very similar to the functional organisation. I don't like it but I don't know how it should look really. I initiated some group-work regarding one particular process - supply and delivery. The manager for the department has stated that he want the department to work process oriented so we started to look into his department and what they do.
We don't manufacture our products inhouse. We develop and design our equipment and put it together in systems. The supply team have quite important role to do. So have the logistics too.

We started to look on the output, input to the "process". I am not sure we look at the process - maybe we just look at the departments? We shall go further with defining sub-processes to the supply&delivery process.
Could you look at the attached list and tell me if we are on the right track.
There are a lot of inputs and outputs - are they too many? Are we to particular?
What about sub-processes? are purchasing, delivery, product realization possible subprocesses?
hmm...I have a feeling that we follow our organisational chart to much...is it any clever way to find right processes in the company?
I can supply you with more input if you want but I stop at this point for now...I look forward your opinions
Best regards,
Monika G (just a QM beginner)


To me, it seems to lack focus. That may be what makes it difficult to follow. I think it would be better to start at the high level, and drill down.

For example, we SELL - we DESIGN - we PURCHASE - we ASSEMBLE (even if it is outsourced) - we SHIP.

Now, after you adjust that to reflect your actual situation, take each one and define the inputs and outputs for each process. The drill to the sub-processes or whatever would be appropriate to your situation.

Then, define the improtant criteria nad how you will measure those.

I think this approach may make the lines between processes more clear. I think you are putting too much into this one matrix, hence the lack of focus.

Tend to agree with hjilling. The process seems to be one core process of project management with a couple of supporting processes such as supply chain development. There are plenty of examples out there on the web of project management processes and how they meet ISO. My recommendation is to speak to a few key project managers about what is important to the client (Quality, Cost, Delivery are the usual) and then how they go about achieving them.

The process designs itself IMHO.

Thanx for your views.

But what do you exact mean with focus?...so far we HAVE focused on input/outputs from the area of operation we are looking at.
I see that the matrix is too extensive and it bothers me...but my thought was to see what goes in / out in the whole process. Then, when we see it - we can probably group it in a smaller sub-groups that hang togeteher with subprocesses...which are going to define in the next step.

In our main process map (attached picture) there is a process supply&delivery. Thats my starting point...Is the problem already there? I won't be surprised...as I said it looks for me very alike organisational chart but at the other hand it was made by people who work in the organisation and know how they do it.

/Monika

I found it interesting to look through google results:
http://www.google.com/search?hl=en&q=process+approach

The first returned website when I ran the search was quite good:
http://praxiom.com/process-approach.htm

What do you think is the goal of the process approach?

That seems to be a very good reading. I just looked at it briefly but I see I must realy go through this. I'll see if i am more clever afterwards. Thanx for this tip

Regards
Monika:D