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DrDoc
Process Identification
Hello!
First time user of the Cove (great help to me already).
My company is just starting the implementation process to TS16949. We are a QS9000 certified supplier and have been since Aug 1998.
My questions revolves around identifying process in our business system and what is the best way to handle this task.
I have seen several threads describing COPS and the 10 primary processes (Market Analysis,Bid/tender,Order Request, Product/process, Design, Product/process Verification and Validation, Product Production, Delivery, Payment, Warranty/service, Post Sales/customer Feedback).
My questions are:
1. Do we need to identify/map more than just the 10 COPS and their interaction?
2. If we do, how detailed should we be?
3. How will this affect auditing (internal & 3rd party)?
4. When implementing a system - is it best to complete gap analysis using teams comprised around departments (Production/Marketing/Customer Service etc...) or around clauses and processes?
5. When auditing for processes - is that based off of the identified and mapped processes in our system?
I guess my main concern is that if we make teams and build the system around processes (rather than departments) - will that make the system harder to audit/maintain?
Any feedback would be greatly appreciated.
Hello!
First time user of the Cove (great help to me already).
My company is just starting the implementation process to TS16949. We are a QS9000 certified supplier and have been since Aug 1998.
My questions revolves around identifying process in our business system and what is the best way to handle this task.
I have seen several threads describing COPS and the 10 primary processes (Market Analysis,Bid/tender,Order Request, Product/process, Design, Product/process Verification and Validation, Product Production, Delivery, Payment, Warranty/service, Post Sales/customer Feedback).
My questions are:
1. Do we need to identify/map more than just the 10 COPS and their interaction?
2. If we do, how detailed should we be?
3. How will this affect auditing (internal & 3rd party)?
4. When implementing a system - is it best to complete gap analysis using teams comprised around departments (Production/Marketing/Customer Service etc...) or around clauses and processes?
5. When auditing for processes - is that based off of the identified and mapped processes in our system?
I guess my main concern is that if we make teams and build the system around processes (rather than departments) - will that make the system harder to audit/maintain?
Any feedback would be greatly appreciated.