Process Inputs and Outputs

C

cristina

process inputs/outputs

I would like to know what are the inputs/outputs for a process. If possible, I would to know examples for Services.

Thanks in advance,
 
D

DICKIE

Cristina,
I would to know what you are talking about? Please give some more detail.
 
C

cristina

I'm refering to a definition of a Process (inputs, outputs). What are the imputs and the outputs for a process implementation? Could you give an example?

Thanks,

Cristina
 
R

Rick Goodson

Cristina,

If you look at a manufacturing process, the inputs would be specifications, material, machines and/or equipment, people, methods. These of course can be defined in more detail based on the specific product being produced. The output would be a finished product. The same concept applies to a service. Lets apply this to a house cleaning service. The inputs would be the specification (definition of what is to be cleaned and the acceptance criteria, what is "clean"), materials (cleaning supplies), machines or equipment (vacuum, etc.), people (the cleaning staff), methods (cleaning instructions, "how to"). The output is a clean house. I realize this is a very simple example, but hopefully it helps.

regards,

Rick
 
C

cristina

The service in question is a inspection of static equipment(ex. a exchanger or a pipeline...).

Thanks
 

E Wall

Just Me!
Trusted Information Resource
I tried to upload files yesterday but attempt failed and Marc is currently working on the upload system.

This is the information I put out to staff maybe it will help (you can highlight the text and paste it into word):

EVALUATING PROCESSES WITHIN
THE QUALITY MANAGEMENT SYSTEM


When evaluating quality management systems (QMS), there are four basic questions that should be asked in relation to every process being evaluated.
a) is the process identified and appropriately defined?
b) Are responsibilities assigned?
c) Are there procedures implemented and maintained?
d) Is the process effective in achieving the required results?

The collective answers to the above questions can determine the result of the evaluation. Evaluation of a QMS can vary in scope and encompass a range of activities, such as auditing and reviewing the QMS, and self-assessments.

Process Orientation Requirements:
· Identify processes required (to achieve scope)
· Determine sequence and interaction
· Determine control criteria and methods
· Ensure availability of process information
· Measure, monitor and analyze processes
· Implement actions to achieve planned results.

Managing processes:
· Define processes needed to achieve desired results
· Identify and measure inputs and outputs
· Identify interfaces (planning, QA, MGMT) – Who’s responsible to collect, analyze and use data – how to communicate
· Evaluate risk, consequence and impact on customer
· Establish responsibility, authority and accountability for managing the process
· Consider all resources necessary to achieve the desired result.

Two types of processes:
1. Realization processes – Primary (Direct – value added)
How are these processes controlled from contract review up to and including delivery?
Examples: contract review, design, purchasing, production
2. Support processes – Management (Indirect – Non-value added)
How is the system maintained and how is knowledge about the functioning of the system converted into improvements?
Examples: managing information, training, financial related activities, infrastructure and service maintenance, and marketing.

After process identifications are complete (which makes visible the inputs and outputs that flow between departments) can be used to:
· Understand how work currently gets done (how the organization works as a system)
· Identify “disconnects” in the organizational wiring
· Eliminate disconnects
· Evaluate alternative ways to group people
Cycle Time Concepts – Three levels for any process:
· Baseline (current run rate)
· process capability (what can reasonably be expected without adding resources)
· Theoretical (sum of value-added steps only)

Key questions:
· What is keeping us from being closer to theoretical?
· What can be done to get closer?

Process improvement questions:
· Why are we doing this?
· Can this step be eliminated?
· Can this step be combined with others?
· Can this step be simplified?
· Can this step be done in parallel with other steps?

Main ingredients for improvement:
· Will to change – LEADERSHIP
· Know what to say – MANAGEMENT SYSTEMS
· Know how to do it – TRAINING
· DO IT – and improve (continuously and have a well-defined PROCESS for implementation towards success

Key Process Review Details
· Specify process type – Realization or Support
· Identify Inputs – what is received in order to perform activities
a. Processed Material (raw materials, components, supplies, etc…)
b. Services (calibration, inspection, cleaning, etc…)
c. Hardware/equipment (major units only)
d. Software Controls (any system not run manually – temp controllers, timing systems, etc…)
· Detail Activities – what is done, step-by-step
a. Processed Material
b. Services
c. Hardware/equipment
d. Software Controls
· Identify Outputs – what the end product is
a. Processed Material
b. Services
c. Hardware/equipment
d. Software Controls
· Goals – the final result(s) for this process
· Objectives – of each goal
· Metrics – what measuring system is in place to ensure the goals are achieved
· Link documents (Corp Specs, WIs, SOPs and Forms) where they are used

------------------
Eileen V. Wall
ISO Coordinator
 

Marc

Fully vaccinated are you?
Leader
An excellent list, Eileen. Thanks! It is much appreciated.

By the way, the file upload 'feature' should now be working correctly. I worked on it most of the day yesterday and tested it pretty thoroughly. The only machine I could not test it with is an NT work station. I will be monitoring the directory to ensure files are uploading correctly.

I apologise for the problems you encountered. And again, thanks!
 

E Wall

Just Me!
Trusted Information Resource
Glad the upload is working. I have added a few files and they vary from ISO information to Lean Mfg and TPM (mostly just short blurbs I've gleaned from elsewhere).
 
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