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Hello everybody
Please give some insights regarding how to define into the management system
the less quantity of processes but complying with the process approach?
This is the case.
A company for manufacturing copper electrode for grounding.
If strictly I have to depict every process , I´ll end up with a lot of processes, if additionally
I include the management processes and support processes.
What will be the best method to manage this issue?
the next processes exist:
1-Cutting long pieces, 2-special cuttings (chamfer, plain,etc), 3-Stamping, 4-cleaning type 1 and finishing, 5-cleaning type 2, 6-chemical treatment,
7-Surface Silver treatment. 8-packaging, 9- Shipping and they work in sequence.
Before this happened, sales, Engineering, Purchasing, Quality and some others, were involved.
I´ll have about 30 processes, if they have to be included in the management system will cause
a lot of extra work, quantity of audits, dense process maps, procedures, kpis, etc.
Is not a big company, 15 employees, most of people wear several caps.
Usually, the same person performs 3 or 4 processes.
How to comply to the standard but what is most important, to the company, how to define
the minimal quantity of processes but keeping control of the performance of all of them?
It is clear that each process has clear inputs and outputs, In my opinion is not possible to
merge some of them into a new one.
Could I define Phase 1 process, including into it processes from 1 to 4? as sub processes
and measuring the performance of the sub processes ? not the phase 1 process?.
Thus, in my process map, I only would show management processes processes Phase 1, 2 , 3,
as boxes and into them, the sub-processes, also the management, the support, and the rest which
normally exist in the product realization.
If you have some Ideas please share something.
Thanks
Please give some insights regarding how to define into the management system
the less quantity of processes but complying with the process approach?
This is the case.
A company for manufacturing copper electrode for grounding.
If strictly I have to depict every process , I´ll end up with a lot of processes, if additionally
I include the management processes and support processes.
What will be the best method to manage this issue?
the next processes exist:
1-Cutting long pieces, 2-special cuttings (chamfer, plain,etc), 3-Stamping, 4-cleaning type 1 and finishing, 5-cleaning type 2, 6-chemical treatment,
7-Surface Silver treatment. 8-packaging, 9- Shipping and they work in sequence.
Before this happened, sales, Engineering, Purchasing, Quality and some others, were involved.
I´ll have about 30 processes, if they have to be included in the management system will cause
a lot of extra work, quantity of audits, dense process maps, procedures, kpis, etc.
Is not a big company, 15 employees, most of people wear several caps.
Usually, the same person performs 3 or 4 processes.
How to comply to the standard but what is most important, to the company, how to define
the minimal quantity of processes but keeping control of the performance of all of them?
It is clear that each process has clear inputs and outputs, In my opinion is not possible to
merge some of them into a new one.
Could I define Phase 1 process, including into it processes from 1 to 4? as sub processes
and measuring the performance of the sub processes ? not the phase 1 process?.
Thus, in my process map, I only would show management processes processes Phase 1, 2 , 3,
as boxes and into them, the sub-processes, also the management, the support, and the rest which
normally exist in the product realization.
If you have some Ideas please share something.
Thanks