Hi,

I find myself in a situation where I am required to get involved with the creation of a new QMS from an old one.

The reason for this is that the company is splitting apart along the lines where the company is naturally split by being located on two sites, the second site (the new company) will continue to perform work for the original company, but under new ownership

The new company will have to carry on with all the activities the old one did but will need its own EN9100 approval and also a POA to deliver to the rememants of the company on a Form One.

The deadlines for carrying out the work and having the approvals in place for the new comapny are extrememly aggressive and the task looks huge (hundreds of procedures are shared between the sites)

Current thoughts are:

Process map to identify interactions (as future interactions will likely be through some formof customer/supplier interface rather than the direct A-B interactions in place at the moment) - with a view to rationalising these to reduce the backwards and forwards of information, data, paperwork etc....

Identify activities carried out at A site, but not at B site, vice versa, and activities carried out on both sites with a view to rationalising these to one site only where possible

Gap analysis to determine if any core ativities carried out are not sufficiently covered by existing procedural documentation

Blitz activity to create documentation for the new company and to update existing company documentation (removing no-longer-carried-out activities, identify methods of dealing with the new company etc).

Auditing prior to accreditation audits to validate that the processes actually flow and permit the right interaction between the two companies


I'd very much appreciate any comments or suggestions as to methodology to adopt, or the pitfalls I am likely to experience in splitting up the QMS to effectively create two......

Thanks in advance

Steve

Steve:
I think you have a good grip on what needs to be done. I'd start with the Gap, since there may be some other aspects which need fixing - the processes that don't give good performance. The results give good input for the process mapping, since you've identified issues that need fixing, anyway..

Otherwise, go for it!

Hi Andy,
Thanks for the reply - Any thoughts on the Process Mapping method?

Should I start with the intended business scope and generate a rough flow, then try and see what procedural documents 'fit' into the holes, or is there another way of doing this.
With (as I said) hundreds of documents shared across the two sites, and only a few months until we are expected to submit the QMS for review by the CAA, generation of all-new procedural documentation based on mapping is pretty much out of the question

Steve:

Process mapping is best done as a team of people involved in the process including the 'suppliers' and 'customers'. Keep everyone focused on the actual (difficult) process and identify where issues have been experienced in the past, particularly customer related ones. The manager who owns the process will probably have a different view of the 'reality' and try to change things. Don't let them. Once mapped, then you can all see what needs fixiing. See where the existing documentation, forms, WI's etc fit the process and if they really add value, have all the information needed to do the job. Find place holders for them on the map.

Don't concern yourself over the map box shapes! Just capture everything in terms of verb-noun relationships. "Review order", "Pack product", etc.

You will likely end up with three piles of docs. those to keep, those to modify and keep, those to bin! If you can't find a place holder in the map, you probably don't need it!

Good luck!

Hi,

Process map to identify interactions (as future interactions will likely be through some formof customer/supplier interface rather than the direct A-B interactions in place at the moment) - with a view to rationalising these to reduce the backwards and forwards of information, data, paperwork etc....

Hello Steve,

The following threads may be of help.

Please critique my process map (http://elsmar.com/Forums/showthread.php?t=9855)
Process interactions (http://elsmar.com/Forums/showthread.php?t=8776)
Customer oriented processes (http://elsmar.com/Forums/showthread.php?t=6005)

Stijloor.

[QUOTE=AndyN;234181]Steve:
You will likely end up with three piles of docs. those to keep, those to modify and keep, those to bin! If you can't find a place holder in the map, you probably don't need it!
QUOTE]

Thanks again Andy, this gives me some much needed confidence that we are heading in the right direction.

I'm looking to segregate under the following headers:
Copy - Basically keep the document as it it with very minor changes (i.e. the New Company Format)
Split - Segregate the activities that are carried out on either site
Create - New documentation to cover new activities necessitated by the new organisation and new 'customer/supplier' interface
Offset - Shift responsibilities to existing areas more suited to do them in the smaller 'New Company'

Delete also sounds like a very useful pile to create..... :D