rogerpenna
Quite Involved in Discussions
I am trying to create a workflow from one to another. It will be important to have this workflow, as we will have it on a BPMS system.
Having a Improvement Opportunity process "separated" from the others, doesn´t make sense. It has Ins and Outs of course. I have seen some Quality software where you create a Improvement Opportunity Record out of nothing, just giving it a name, benefit and target date.
Here are some thoughts, however, I am having some difficulty organizing them, so hope you guys can help.
IMPROVEMENT OPPORTUNITY
INs
-Management Review
-BPM Process Analysis
-Non conformity and CAPA (Audits, etc)
-Customer Feedback
-KPI Analysis
-Breakthrough or Creative Processes (Brainstorming?)
CHANGE MANAGEMENT
INs
-Improvement opportunities have been identified, typically to improve process effectiveness.
-Nonconformities within a process are identified and require corrective action.
-Conditions in the industry or company change, requiring a process to be updated.
-New processes are added which impact on existing processes, requiring changes.
-Outsourcing important processes.
-Persons in key roles leaving the organization.
-Customer requirements result in a need to change processes.
-Changes to active orders or contracts.
-Any other reason determined by management.
OUTs
-Risk Management
----------------------------
So, how do I see it.
A colaborator (usually employee or management) may identify an improvement opportunity. Colaborator will register it. If it comes from CAPA from Audit, it will automatically be registered, as imho, all Preventive Actions are a form of Improvement Opportunity.
Most improvement opportunities will already be registered following the flow of other processes. For example, a Management Review Process or a KPI Analysis. But it will be possible to start an Improvement Opportunity process from scratch too, if it comes from a brainstorm, from some BPM Analysis, etc... in these cases, collaborator may add additional documentation to support the Opportunity Change.
After registering an Improvement Opportunity, you create an Action Plan for it. With a 5W2H. What and Why already coming from the registered Improvement Opportunity.
I am trying to think WHEN Top Management should analyze and give the "go forward" with an Improvement Opportunity and it's Action Plan. In Management Review, in theory, if a Improvement Opportunity appeared, it was already discussed.
In a CAPA from a NC coming form an Audit, it usually is up to Process Owner to decide to change it.
So I am thinking that all Improvement Opportunities should go to the QMS Manager (me!), who will decide if some Improvement Opportunity and Action Plan needs to be approved by the Top Management.
Ok... now... what about CHANGE MANAGEMENT? I gather only a few of those INs may generate the need to a CHANGE MANAGEMENT?
Only when the change is SIGNIFICANT should it be formalized in a CHANGE MANAGEMENT process. What are major and minor changes should be agreed upon by the involved.
A procedure for Change Management
So, let me gather my thoughts. When an Improvement Opportunity will result in a major change in processes, it should go through a Change Management Process.
The Change Management Process, among other things, should result in a Risk Analysis (I gather it will also be an Opportunity, as it came from an Improvement Opportunity) and probably even affect any Training Management Process, by inserting Training Requirements for certain employees. If there are specific Lega and Statutory Analysis processes in the organization, they should also be affected.
I wrote this thread WHILE I was thinking into all of this.
Therefore, I will not edit the above, BUT I think maybe that part about the QMS Manager deciding if the Improvement Opportunity should be forwarded to Top Management should be somehow be linked to this (but not necessarily).
So, lets create some cases.
----------------------------------------
An Audit finds out some NC. Root Cause analysis results in Improvement Opportunity (a Preventive Action) of Department A having alignment meetings with Department B once a week.
- Action Plan is created.
- QMS Manager gives "go forward" to execute action plan. Or return it asking for better action plan, better documentation, etc.
-----------------------------------------
HR Manager notices Training Room could be improved. Better resolution projector, more chairs, etc. Cost $20 thousand.
-Action Plan is created.
-QMS Manager sends it to Top Management, as the Improvement requires budget, etc. But no Change Management is needed.
---------------------------------------
A manager finishes BPM course, thinks BPM Initiative and BPMS should be implemented in the Organization.
- Action Plan is created.
- QMS Manager notices this will create major changes in processes. Sends it back to the manager.
- Manager creates Change Management Plan
- QMS Manager forwards Improvement Opportunity PLUS Change Management Plan to Top Management, for approval.
------------------------
Having a Improvement Opportunity process "separated" from the others, doesn´t make sense. It has Ins and Outs of course. I have seen some Quality software where you create a Improvement Opportunity Record out of nothing, just giving it a name, benefit and target date.
Here are some thoughts, however, I am having some difficulty organizing them, so hope you guys can help.
IMPROVEMENT OPPORTUNITY
INs
-Management Review
-BPM Process Analysis
-Non conformity and CAPA (Audits, etc)
-Customer Feedback
-KPI Analysis
-Breakthrough or Creative Processes (Brainstorming?)
CHANGE MANAGEMENT
INs
-Improvement opportunities have been identified, typically to improve process effectiveness.
-Nonconformities within a process are identified and require corrective action.
-Conditions in the industry or company change, requiring a process to be updated.
-New processes are added which impact on existing processes, requiring changes.
-Outsourcing important processes.
-Persons in key roles leaving the organization.
-Customer requirements result in a need to change processes.
-Changes to active orders or contracts.
-Any other reason determined by management.
OUTs
-Risk Management
----------------------------
So, how do I see it.
A colaborator (usually employee or management) may identify an improvement opportunity. Colaborator will register it. If it comes from CAPA from Audit, it will automatically be registered, as imho, all Preventive Actions are a form of Improvement Opportunity.
Most improvement opportunities will already be registered following the flow of other processes. For example, a Management Review Process or a KPI Analysis. But it will be possible to start an Improvement Opportunity process from scratch too, if it comes from a brainstorm, from some BPM Analysis, etc... in these cases, collaborator may add additional documentation to support the Opportunity Change.
After registering an Improvement Opportunity, you create an Action Plan for it. With a 5W2H. What and Why already coming from the registered Improvement Opportunity.
I am trying to think WHEN Top Management should analyze and give the "go forward" with an Improvement Opportunity and it's Action Plan. In Management Review, in theory, if a Improvement Opportunity appeared, it was already discussed.
In a CAPA from a NC coming form an Audit, it usually is up to Process Owner to decide to change it.
So I am thinking that all Improvement Opportunities should go to the QMS Manager (me!), who will decide if some Improvement Opportunity and Action Plan needs to be approved by the Top Management.
Ok... now... what about CHANGE MANAGEMENT? I gather only a few of those INs may generate the need to a CHANGE MANAGEMENT?
Only when the change is SIGNIFICANT should it be formalized in a CHANGE MANAGEMENT process. What are major and minor changes should be agreed upon by the involved.
A procedure for Change Management
So, let me gather my thoughts. When an Improvement Opportunity will result in a major change in processes, it should go through a Change Management Process.
The Change Management Process, among other things, should result in a Risk Analysis (I gather it will also be an Opportunity, as it came from an Improvement Opportunity) and probably even affect any Training Management Process, by inserting Training Requirements for certain employees. If there are specific Lega and Statutory Analysis processes in the organization, they should also be affected.
I wrote this thread WHILE I was thinking into all of this.
Therefore, I will not edit the above, BUT I think maybe that part about the QMS Manager deciding if the Improvement Opportunity should be forwarded to Top Management should be somehow be linked to this (but not necessarily).
So, lets create some cases.
----------------------------------------
An Audit finds out some NC. Root Cause analysis results in Improvement Opportunity (a Preventive Action) of Department A having alignment meetings with Department B once a week.
- Action Plan is created.
- QMS Manager gives "go forward" to execute action plan. Or return it asking for better action plan, better documentation, etc.
-----------------------------------------
HR Manager notices Training Room could be improved. Better resolution projector, more chairs, etc. Cost $20 thousand.
-Action Plan is created.
-QMS Manager sends it to Top Management, as the Improvement requires budget, etc. But no Change Management is needed.
---------------------------------------
A manager finishes BPM course, thinks BPM Initiative and BPMS should be implemented in the Organization.
- Action Plan is created.
- QMS Manager notices this will create major changes in processes. Sends it back to the manager.
- Manager creates Change Management Plan
- QMS Manager forwards Improvement Opportunity PLUS Change Management Plan to Top Management, for approval.
------------------------
