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Process monitoring, measuring and analyzing, does this means all company processes?

K

kcmomde

#1
Under the 4.1 General requirements, does it mean that we need to monitor, measure and analyze every process or just the ones needed to address the requirements (Corrective Action. Internal Audits, Management Review, etc.)?

At first I read this requirement to mean that we must identify all processes, then indicate each processes inputs, resources, methods, controls, measures and outputs, but then I read somewhere that we just need to identify those processes that affect the quality of our products. We've already identified all of our processes and prepared turtle diagrams of each one, it was painful, but we did it. But did we really need to do this for processes such as payroll, infrastructure, work environment, accounting & identification and traceability? We even have a process for key business measurements that lists each process and what metrics we are using to measure that process, and my boss states that all these processes and metrics will be reviewed during management review meetings...is this overkill? I feel that we need to just include the really key business measurements that affect product quality, which for me means those processes dealing with the first initial contact with a customer to the delivery of the product & not all those sub-level processes.:frust: :confused: Any help trying to better understand this would be greatly appreciated.
 
Elsmar Forum Sponsor
#2
Re: Process monitoring, measuring and analyzing, does this means all company processe

It sounds like you've gone a bit further than was really required. In essence your original idea was most appropriate, and to set up the processes which affect product quality and customers' satisfaction. You could start measuring and monitoring a lot more, but your management wiull suffer from information overload.
It's a bit like looking at your dashboard. Most cars have a few indicators and, if necessary you might 'call up' some others on a digital readout.

Please don't be tempted to start measuring audits, corrective actions, or other areas of section 8 etc. It's relatively meaningless. By all means measure the effects of Continuous Improvement, but that will be indicated in process performance.

Good Luck!

Andy
 
A

alekra

#3
Re: Process monitoring, measuring and analyzing, does this means all company processe

Hello!

It is difficult to give an opinion without more details from your company.

My suggestion is to start as simple as possible. Think in your processes in "realization" and "support" processes. The realization are directly connected to the product.

Put goals and indicators only for KPI (key process indicators). If you have goals for all, how can we call them "key"? Maybe, the other processes you can "monitore" only, can´t you? Otherwise you will have so much control for hundreds of indicators and goals (what action will you take when the goal is not reached?).

Regards!
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#4
Re: Process monitoring, measuring and analyzing, does this means all company processe

Good responses from Andy and Alekra :applause:

It is easy to overthink the matter of measuring process performance. I agree there's no need to show an official running set of measurements for every process, especially support processes like payroll.

That said, personnel in all groups and at all levels should be aware of two things: what contribution they have toward the organization's success, and how they know if things are going well (or not). While it would be easy to overlook a support process's importance, arguably they are in fact very important players. We could imagine the havoc if Payroll suddenly stopped paying people properly or on-time. That would certainly contribute to my morale and readiness to work!

Likely each group has some kind of goal. Payroll's goal is likely to have paychecks processed by a given time in each cycle. Perhaps there is also a goal to have "X or fewer errors" or something like that.

Cycle time and error rate are two types of measurements that can be kept informal within support processes, and don't need to be officially tracked unless there's some problem.

ISO asks us to know what is important to measure and how, and to use said measurements to monitor and improve the system as a whole as well as the quality of our product/service. A support process like payroll can contribute to personnel morale and even readiness, and so can contribute to product/service quality. Thus increasing efficiency and accuracy can help the organization's efforts. An average of reduced cycle times among various support processes could be pulled into an overall "Improvement in cycle time" metric if the organization thinks that is important enough to keep track of.

I say "if" because we should be cautious about stifling creativity through regimentation, as this article (and associated research paper it's linked to) discusses: http://knowledge.wharton.upenn.edu/article.cfm?articleid=1321&CFID=3157103&CFTOKEN=87851212

As for measuring per Section 8, I'd like to add that a single tool can do a lot to measure and track every audited process, and report the performance to management among groups or departments. This thread has two audit results spreadsheets that are designed to track performance (as noted in audits) by groups/departments and by single processes audited over time. http://elsmar.com/Forums/showthread.php?t=19223
 
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