Best visual description for SOPs?

[ISO_Man]

I'm considering the best way to describe what it means to be a process owner to my new process owners; I'm trying to decide whether having them create turtle diagrams, SIPOCs etc. for the SOP's that they owne is the best way. Thoughts?

 

[Marc]

It may help if you give examples of processes you intend to do SOPs for. Different processes are often have different "best" ways to do this.

Some years ago working with several big companies were gave all managers process mapping/flowchart training. One class a week for 4 weeks and then on week 6 all managers had to have all processes they were responsible for mapped and we took a couple days to discuss/debug them.

Just a thought.

 

[qualprod]

I'm considering the best way to describe what it means to be a process owner to my new process owners; I'm trying to decide whether having them create turtle diagrams, SIPOCs etc. for the SOP's that they owne is the best way. Thoughts?

One thing is process owner and other is all what is related to a process , this last is what is more important, that is the purpose to use turtle diagrams.
The standard doesn't ask you to do it, but in your needs, you could find them to be useful.
Some people only use job description to state the authority and responsibility of an owner, additionally use the procedure.Also it depends of your process complexity, for some is of help, if they are simple, maybe won't be of much help.
Is up to you to create the turtle diagrams , but consider that you will need more time for the processing of the documentation, reviews, approvals, training, etc.
Also consider the compromise of people, don't you thing you will flood them with a lot of paperwork?
Hope this helps

 

[Johnnymo62]

Where I used to work, the Department Managers were process owners. For IATF16949 we had the Managers in one meeting to agree to the overall process flow, O/Ps to I/Ps. The Managers and their team then filled out the rest of the turtle. Department personnel created the SOPs which were then approved by the Manager and Quality for release. Quality coached the other departments and held status meetings to ensure accountability to schedule. No SIPOCs because they were redundant to turtles we committed to use.

 

[ISO_Man]

It may help if you give examples of processes you intend to do SOPs for. Different processes are often have different "best" ways to do this.

Some years ago working with several big companies were gave all managers process mapping/flowchart training. One class a week for 4 weeks and then on week 6 all managers had to have all processes they were responsible for mapped and we took a couple days to discuss/debug them.

Just a thought.

SOPs relate to the sections of the standard "Organizational Leadership" etc.

 

[Marc]

I can't say I have ever seen "Organizational Leadership" procedures so I can't help.

I will say that when we did the process mapping as mentioned above, all inputs and outputs had to be defined on each or in "sub-supporting documents", much the same as turtle diagram information. The main thrust, however, was to be able to see the sequence and interaction of the processes.

I should add that we did this for the education of the managers: it had noting to do with. for example, making anything easier for auditors. Many times came the the statement "I didn't realize we did that this way". Many process improvement opportunities and cost savings resulted.

 

[Jen Kirley]

I don't know what Organizational Leadership procedures are. The 9001 expectations are for support, commitment, customer focus, communicating and taking accountability. Trainingmag described it pretty well.

I am not affiliated with Trainingmag.

In the past I have had success with helping my internal (non-Quality) customers develop flow charts to replace dense text. With others I tried to develop turtle diagrams and they were utterly lost with the subject.

 

[qualprod]

SOPs relate to the sections of the standard "Organizational Leadership" etc.

Dont overcomplicate it.
For that, is sufficient to state activities, functions in job descriptions and procedures if they exist

 

[Marc]

With others I tried to develop turtle diagrams and they were utterly lost with the subject.

I have stayed away from terms like "Turtle Diagram". I used to talk about what Inputs and Outputs were. it took a while but they caught on.

I first did flow charts to replace many text documents in a company in 1994. I remember when the registration auditor came he wanted to refuse to carry on with the audit because he had never seen procedures as flow charts/process maps. He claimed they were not "procedures". It took a bit of "Show me where is says that procedures can only be text documents." before he finally relented. That was about 26 years ago.

 

[John Broomfield]

Most processes are cross functional to some extent.

Process owners, therefore, are authorized to work across departmental boundaries as necessary to monitor and improve processes so they are effective.

Naturally, the heads of departments will ensure the processes are given the necessary resources!

Properly authorized process owners can then work with other process owners (and the system manager) to ensure the system is effective.