QMS Overview based on the diagram in the front of the ISO standard

[NYHawkeye - 2005]

Re: Re: Re: Did I miss something?

energy said:

Assessing the achievement of stated objectives and taking actions to eliminate identified issues sounds like a Management Review Action.

Assessing the relationship between results achieved and the resources required sounds like a Management Review Action

Yes - we are trying to tie the results of our internal audits directly to the management review. The two primary topics at our monthly review are "voice of the customer" and "voice of the process". Voice of the process comes from our external and internal audits with external being more focused on compliance and internal on improvement.

We have been using this approach for two months now and it seems to have gotten the interest of our steering committee that is responsible for management review.

Yes - we are doing this more in line with 9004 than 9001. So far it does not seem to be taking a lot of resources since we are primarily pointing out the obvious and being the catalyst to get senior managers more involved. The biggest challenge I see going forward is not having the resources but having the resources with the ability to assess a single process while considering the total system.

So far....so good but it has only been a couple of months.

 

[NYHawkeye - 2005]

M Greenaway said:

Under 'Effectiveness' what are you doing beyond what should already be known through process monitoring and measurement ?

Under 'Efficiency' how will you make such a judgement ??

Right now we are spending very little time on efficiency as we believe that we are generally operating with very good efficiencies and see less gain pursuing this path. As we get into audits we will mainly be making observations on common sense things we see that can be done to improve efficiency. It will ultimately be up to the process owners to accept or reject these suggestions.

On the effectiveness front, we are primarily trying to work with each of the processes to ensure that they are selecting objectives that are in synch with the overall business objectives and do not suboptimize their particular area. We are also spending a lot of time encouraging the processes to monitor their objectives, set action plans when required, and communicate more. Mainly, it seems that we are working to better coordinate the efforts of the various processes.

 

[Gohary]

Process Model

I found that using the process model is really every useful, but the digram need to show and reflect the organization , so it is better to take the idea of the model and design your own digram . Even by showing the core business process, supporting and improvement proceses.

Keep it going

 

[tarang]

why the flowcharts

Hi all,

reading the messages and replies posted in this thread, led me to think, why we need the diagrams. well, in my organisation, which has been in the mkt for the past 40yrs, we have been successfully able to identify the duties and responsibilities asociated with each positions, thanks to process charts and flow charts. also, training the old and new employees has become all so easy. they are able to visualise the flow of the work and thereby identify wait times. finding means to eliminate these wait times, by utilising the people who are being affected by wait time, in another job is also easier for the supervisor to explain. now the employees cannot give the excuse of how they won't b able to complete their work, coz they themselves know and can see that it is more than evident that if they r working at that particular time, then it surely means that they r being inefficient!

also, it is the ease of comprehension of the of the flowcharts and diagrams that make them applicable. and that makes them of any utility. the management may b able to comprehend complex stuff, but an employee who is putting in all the working hrs in achieving the goals set for him by the supervisor, barely has time and energy to configure through a complex chart, and then to assess his position in that chart! and then to make suggestions with regard to improvement or time management! tough deal ...phew

well, so as the quality coordinator, it falls upon us to simplfy things to the max possible level.

i don't know how far have i been able to transfer my ideas to the forum, but essentially what i am saying is that ISO or no ISO, the company needs flowcharts and other such charts for the very basic benefit that these charts provide, "ease of comprehension" and that should be in terms of the employee's level of comprehension.