S
Swagman
Hi All,
I'm new to Quality Management Systems, and like a lot of you, I suspect I am (as a newbie) wrestling with the task at hand and specifically 9001:2015
But then I found this wonderfully informative forum, which seems to be well represented with experienced people willing to lend a hand to impart some knowledge and good advice to those amongst us who are new to the world of ISO..
We are a company who is already certified to 9001:2008, so I'm hoping that all the main building blocks are in place, and the transition 'may' only take some tinkering around the edges, (clause 4 for example), as all of our main Supplier Management, Corrective Actions, Management Review etc are in place and have been working fine.. but famous last words eh!
Anyway, sorry for the long introduction, better get to my question.. I have started with our IOP as I feel this will then allow me to set up a process based Audit schedule, and map out which clauses of the standard we have fulfilled against each process, to look for any gaps.
But looking at other examples of IOP's I can't help but think I've missed a whole load of processes in the 'service realisation' stage.
We have as you might expect an awful lot of processes and procedures that would fall below what I have tried to keep as a 'high level' IOP as I realise that for each one I show on the IOP I will have to create a Turtle Diagram of sorts with all of the associated ins, outs, who, when, why, how, risks, owner etc... so wanted to minimise that, but perhaps I have gone too far!
So for 'Business Sales and Development', we already have processes/procedures under that heading that would relate to 'Formal Procurement and Bid Management' and 'Contract Initiation', basically our company wins most of it's work from Invitations to tender, once that work has been sucessfully negotiated and won, we move to deliver the service the customer has stipluated in the tendering process, so we move in my IOP to 'Service Delivery'. The processes/procedures we have in place for each of our service delivery contracts, show things like where the work comes from, how it is tracked through it's lifecycle (while in our posession), to our digitisation of the work into an electronic form, our QA of that work to see it matches the clients requirements and then final handoff to the client.
So the question really is, if our current processes/procedures show all of those steps within one or a series of flows, do I need to break out items like 'Work Receipt', Work Tracking', 'Digitisation', 'QA', 'Handoff', on the actual IOP or I can I keep it very high level as 'Service Delivery' and use the customer specific SLA and KPI's to track that all of the sub processes I've mentioned are performing as expected?
Also, As we have say 6 clients, who we perform 'Service Delivery' for, do I somehow need to distinguish the different clients requirements, and say have multiple 'Service Delivery' Icons on my IOP, one for each client, as the information on each associated Turtle Diagram may be slightly different dependant of the clients requirements... or instead of using computers to generate the output, we may use paper etc?... we are obviously a service related business performing data manipulation in various forms, but I could see the same problem if you made different types of widgets etc, how do you genericise the turtle diagram and IOP steps for multiple different products..
Thanks for any and all advise to what has been a confusing first few months
I'm new to Quality Management Systems, and like a lot of you, I suspect I am (as a newbie) wrestling with the task at hand and specifically 9001:2015
But then I found this wonderfully informative forum, which seems to be well represented with experienced people willing to lend a hand to impart some knowledge and good advice to those amongst us who are new to the world of ISO..
We are a company who is already certified to 9001:2008, so I'm hoping that all the main building blocks are in place, and the transition 'may' only take some tinkering around the edges, (clause 4 for example), as all of our main Supplier Management, Corrective Actions, Management Review etc are in place and have been working fine.. but famous last words eh!
Anyway, sorry for the long introduction, better get to my question.. I have started with our IOP as I feel this will then allow me to set up a process based Audit schedule, and map out which clauses of the standard we have fulfilled against each process, to look for any gaps.
But looking at other examples of IOP's I can't help but think I've missed a whole load of processes in the 'service realisation' stage.
We have as you might expect an awful lot of processes and procedures that would fall below what I have tried to keep as a 'high level' IOP as I realise that for each one I show on the IOP I will have to create a Turtle Diagram of sorts with all of the associated ins, outs, who, when, why, how, risks, owner etc... so wanted to minimise that, but perhaps I have gone too far!
So for 'Business Sales and Development', we already have processes/procedures under that heading that would relate to 'Formal Procurement and Bid Management' and 'Contract Initiation', basically our company wins most of it's work from Invitations to tender, once that work has been sucessfully negotiated and won, we move to deliver the service the customer has stipluated in the tendering process, so we move in my IOP to 'Service Delivery'. The processes/procedures we have in place for each of our service delivery contracts, show things like where the work comes from, how it is tracked through it's lifecycle (while in our posession), to our digitisation of the work into an electronic form, our QA of that work to see it matches the clients requirements and then final handoff to the client.
So the question really is, if our current processes/procedures show all of those steps within one or a series of flows, do I need to break out items like 'Work Receipt', Work Tracking', 'Digitisation', 'QA', 'Handoff', on the actual IOP or I can I keep it very high level as 'Service Delivery' and use the customer specific SLA and KPI's to track that all of the sub processes I've mentioned are performing as expected?
Also, As we have say 6 clients, who we perform 'Service Delivery' for, do I somehow need to distinguish the different clients requirements, and say have multiple 'Service Delivery' Icons on my IOP, one for each client, as the information on each associated Turtle Diagram may be slightly different dependant of the clients requirements... or instead of using computers to generate the output, we may use paper etc?... we are obviously a service related business performing data manipulation in various forms, but I could see the same problem if you made different types of widgets etc, how do you genericise the turtle diagram and IOP steps for multiple different products..
Thanks for any and all advise to what has been a confusing first few months
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