Process Maps - I made my mind up - We do not need maps

[ISOPete]

Well I made my mind up - we do not need maps. All that is required is to show your processes and how they interact. I'm going with a spreadsheet showing process (ex. Purchasing, Sales, Scheduling, Manufac., PM, HR, QC, Reeiving Inspec., Gage Calib., CA/PA, non-conform. prod.). Ther will be columns showing inputs, outputs, interactions with other processes, metrics used, and what manual to refernce procedures in. I MAY include one map showing the overall linkage of our company processes as a whole but am undecided. Seems to me the ones pushing the process maps are the certification body auditors so they have less work to do. Any opinions.

[nomisd]

Originally Posted by ISOPete

Well I made my mind up - we do not need maps. All that is required is to show your processes and how they interact. I'm going with a spreadsheet showing process (ex. Purchasing, Sales, Scheduling, Manufac., PM, HR, QC, Reeiving Inspec., Gage Calib., CA/PA, non-conform. prod.). Ther will be columns showing inputs, outputs, interactions with other processes, metrics used, and what manual to refernce procedures in. I MAY include one map showing the overall linkage of our company processes as a whole but am undecided. Seems to me the ones pushing the process maps are the certification body auditors so they have less work to do. Any opinions.

This is very similar to what I did when I wrote the system for my previous employer. I didn't even bother with the overall map. I "drew" them in Visio and put all the inputs and outputs actually on the lines connecting the boxes. I did put them one after another in the quality manual. Assessor seemed more than happy. Also, I have read the qms of the company that my other half works for (exciting evenings in our house!) and all they have is the overall map.

I know that there are good arguments either way but my personal opinion is that people can get too hung up on the latest thing (process maps in this case) and go "Right! everybody down this road cause its new and exciting" - forgetting that those out there that aren't quality trainspotters (ie Fred Bloggs on the factory floor) have to use these systems that we write and maintain. What they want is something that they can use and understand, not the latest trend.

Simon

ps The above is all written from a 9001 point of view rather than 16949 but afaik the same principles apply

[SteelWoman]

We also successfully went with just a single process flow diagram showing the interaction & sequence of all plant processes. Some of our other divisions went the other way and developed process maps for every single individual process. At our upgrade audit I discussed this issue at some length with our auditor who confirmed that you are only required to show the "interaction & sequence" of the processes as a whole and are NOT required to break the processes down into additional mapping. If you find that helpful to do so, by all means go for it. But if it's just "busy work" to your system, then don't do it because you've "heard" you're supposed to do it!

[GoKats78]

Part of the problem is, I think, is people make their processes "operations". By that I mean, A particular machine is an operation - not a process. We have 6 processes in product realization - the most important is Manufacturing. We don't even have our individual operations called out in our Process Map for manufacturing. In our Manufacturing Process Map any of various operations can follow the "map" by the general instruction and referenced documentation contained within, control plans and the like.

[Patricia Ravanello]

If you're not using Process Maps, you're missing the boat. The easiest way to audit and implement a Management Operating System based on ISO/TS 16949 is to:
1) Identify your key processes
2) Create a Key Processes Map that represents the sequence and interaction of these processes - Most companies have about 12 key processes. (It's a invaluable representation which gives all employees a shared vision of the management operating system and an understanding of how to navigate through it). Most people in the company don't "share" a vision. They have individual, limited perceptions of the system.
3) Map out your key processes using flow charts. You have to audit by the process approach, and it's 100% easier when you have the process mapped out in a flow chart. I've yet to see a narrative-style procedure which captures all the answers to decisions/choices that have to be made in the course of implementing a process.

I have attached a sample (partial) flow chart for Internal Auditing. It identifies the person responsible for the activity (Blue Text) and associated Procedures, Work Instructions or Forms are in Red Text. The inputs are on the left and the outputs on the right. The reference standards are in the colored boxes (this aspect is not mandatory, but very helpful for internal auditors). This was created for a facility who's system complied with ISO/TS 16949 (yellow rectangles), ISO 14001(Green) and Customer-specifics (Red). The associated metrics that monitor if this process is effective and efficient are managed through a Metrics database which I have developed.

Process Maps do require some skill and discipline, and a clear understanding of the process at hand. Once completed, people are more inclined to read them, because they're like a picture, and the sequence of activities is clear. You can go backwards and forwards with relative ease.

I have created 12 "Maps" of the Key processes of most organizations. If you are interested in knowing more about them let me know. These maps will literally save you hundreds of hours of work. My copyrighted Key Processes Map can be adapted to any organization, and I have an animated version which clearly demonstrates how the system is built and interacts and is a dynamic & effective training tool.

The processes I have built have been implemented and audited extensively, and praised as "benchmark" work.

It's true, you can get certified with a lot less and with the old "narrative versions" of procedures, but I'd rather be managing a system that I can be proud of and that people understand and of which they are willing to take ownership. It helps if you have a Management Team that is proactive. If your company's operating system still resides in the Quality Department, your company is in the Middle Ages of Business/ManagementOperating Systems. ISO/TS 16949 is not about Quality alone and needs to belong to Management.

I hope this provides some insight and guidance to those of you just starting out.

Good Luck,
Beamer