Elsmar.com
© 2004 The Elsmar Cove
Rev:  Pre-C
Rendered: Friday, February 13, 2004
Elsmar.com  --  The Cove!
Slide  37
Quality Management System Implementation
Account
Management
Sales /
Marketing
Order
Receipt
Order to
MFG.
Procure
Material
Build
Product
Ship
Product
Bill
Customer
Collect
Money
Mrkting Process
Sales Process
Quote Process
Credit Approval
Order Review
Gen. Doc.
Acknowl. Order
Notify Mfg.
Verify Inputs
Plan the Job
Release for Purch 7
Mfg.
Review Reqmts
Make vs. Buy
Select Supplier
Issue RFQ
Place Orders
Eval. Incoming Matls
Material Dispo.
Autorize Supp. pay
Review Doc. Pack.
Kit Materials
Set up Equip.
Mfg. per Route Card
Package
Send to Finish goods
Confirm Date
Create Pack. Docs.
Create / Dist Invoice
Sched. Carrier
Generate Ship. Docs.
Pass to shipper
File Paperwork

Mail Invoice
Receive Payments
Resolve Disputes
Management
Processes
Results / Forecasts
Business Plan
Mgmnt Mtgs.
Design
Engineering
Quality
Systems
Internal Audits
Procedures &
 Standards
Supplier
Approval
Document
Control
Control of Test
Equipment
Data Security
Training
Personnel
Processes
Customer
Complaints
Facilities
Processes
Corrective
Action
Customer
Services
Material
Stocking
Financial
Processes
Preventative
Maintenance
Support Functions / Processes
Organization As An Extended System
This is a representation of a ‘typical’ company. Notice the flow, but also note what are defined as support functions. Most companies align to this basic representation to a large degree. Even service companies when you come to think about it. The most common problem in service implementations is to associate these functions with a company’s actual functional departments. One service client had a position titled Process Improvement Manager. That position was responsible for ‘quality’ related functions in the organization. Initially, one might have heard the title and equated it with a ‘production manager’ or similar.
My point here is to make sure you look closely and ensure your functional areas are well defined and the related responsibilities are clear. At that point you can start to align your functional representatives (management) with requirements.
ISO 9001 does not proscribe any particular functional division. It only requires that you define what each functional division is responsible for. You may not find a direct equivalence in your company with each function in the above. For example, if you are a service company you may (or may not) have equipment to calibrate. If you do repair work, you may not immediately notice it, but material stocking will probably be applicable.
Again, common sense has to come into play as you consider function responsibilities.