Business process map - Please Review my Process Map and Turtle Diagram

[phomer]

Hi, its the first time I have posted, could you have a look at my process map and one of my Turtle diagrams and give me your opinions on the format, I have got to introduce one QMS for three manufacturing sites At the moment two of the sites are TS registered the 3rd has only just started production. It is my intention to have a turtle diagram for each of the processes identified on the process map.

I would appreciate any comments

[Paul Simpson]

Originally Posted by phomer

Hi, its the first time I have posted, could you have a look at my process map and one of my Turtle diagrams and give me your opinions on the format, I have got to introduce one QMS for three manufacturing sites At the moment two of the sites are TS registered the 3rd has only just started production. It is my intention to have a turtle diagram for each of the processes identified on the process map.

I would appreciate any comments

Another information systems support process!
Sorry, my humour, but I don't see it as a process.See earlier threads.

Just one general comment - it seems to be based around the standard (and its clauses) rather than what your organization does - and so it tells me (as an outsider) nothing about your business and how you work - the main aim of a process interrelationship diagram.

Re the turtle diagram - again change management doesn't exist as a process. It is an outcome of something else - e.g. introducing a new model, business planning, kaizen.

Unless you clearly identify what you do and where it fits in then it is difficult to capture it in an interrelationship diagram.

My recommendation is to start with the core business processes IN YOUR TERMS and then try to map it out. If you feel it necessary to check that against the standard you can do that after the map has been agreed internally.

[phomer]

Paul thanks for your reply.

Two questions,
1, when reading up on several sources all indicate that the business process map can be created to suit your business which I believe this one does which is why I chose the ISO 9001:2000 process model, it shows the input which is customer requirements, our key processes, and the output which is customer satisfaction. I realise it follows the system but as a tier 1 automotive supplier it is how we work.
so why does this not tell you about our organisation does?

2. Change control is vital to our business which why I included it in the process map.
It has an owner
It is defined.
It is documented
There are major linkages to all aspects of the business.

It is my belief that it is a very important process for our business.

Why should I not identify it as such?

I'm very interested in understanding your views

Thanks
Paul

[Paul Simpson]

I am already (mentally) girding my loins for another kicking as my views are not necessarily the same as other covers.

You are right to document your processes exactly as you see fit. As an outsider I will always question if it doesn't seem to be relevant. Please take them in the spirit they are intended.

Manage customers - very few companies are in this fortunate position. Most organizations have processes for "accepting customer orders." Similarly "project management" does not exist as a process, it is part of another process such as "introducing new products to the market" or "improving our infrastructure". Similarly "change management" is not part of manufacturing" but is another part of the "introducing new products."

To explain what I mean I will have a go at a changed version of your process map and then post it as an alternative - no time now as I have a 3 hour drive ahead.

[phomer]

Paul.

I have taken it in the way it was intended I just wanted a more in depth explaination,
. I think that the big thing TS has done for me is to have the ability to choose the processes that have a high impact on our business and give them a greater focus, i.e change control has a big effect in new project intro. current production and after market, and some of our customers have asked for it to be included in our business map due to importance they put on it.

I look forward to your input on my map.

[Paul Simpson]

Belatedly here is my attempt at describing how a process interrelationship could look. There are two slides - the first is the overall map. The second is a click through to the new product introduction process. It isn't based on any company and there are many other processes that would be linked from the overall map - never quite as far down as IS management though.

As ever any views gratefully received.

[gszekely]

Phomer !
Take a look at these ones, maybe they help as well.
György

[Anthonyl]

Hi phomer,
Please see attached files.
When I raised my draft copies I was told they looked too busy, they looked similiar to yours (no offence intended).

Our auditor suggested that if I didn't put in details, just process steps, that was all he could audit. I took his advice and also used the minimum number of words.

Our Quality Manual & Business Process are one & the same.
We have just been recommended for TS2 and are vehicle converters in the UK. The attachments were auditted and accepted by the BSI.
Possibly they may help you.
They were raised on a progam called Smartdraw which I find easy to use, cheap and they give a free reader download which means you only buy one and control is simple. We don't provide printers to the shop floor!

Good luck. I found the advice received from the respondents helpful, but I did have to clarify my questions, more than once!

Anthonyl