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  ISO 9001/4:2000
  process inputs/outputs

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Author Topic:   process inputs/outputs
cristina
unregistered
posted 17 July 2001 06:09 AM           Edit/Delete Message   Reply w/Quote
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,

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DICKIE
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Posts: 58
From:Romulus, MI, USA
Registered: Feb 2001

posted 17 July 2001 08:11 AM     Click Here to See the Profile for DICKIE   Click Here to Email DICKIE     Edit/Delete Message   Reply w/Quote
Cristina,
I would to know what you are talking about? Please give some more detail.

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cristina
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posted 17 July 2001 09:00 AM           Edit/Delete Message   Reply w/Quote
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

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energy
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Posts: 308
From:New Britain, CT
Registered: Nov 2000

posted 17 July 2001 09:16 AM     Click Here to See the Profile for energy   Click Here to Email energy     Edit/Delete Message   Reply w/Quote
Cristina,

That's easy. What kind of Service?

energy

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Rick Goodson
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Posts: 135
From:Wuakesha, Wisconsin, USA
Registered: Aug 2000

posted 17 July 2001 09:22 AM     Click Here to See the Profile for Rick Goodson   Click Here to Email Rick Goodson     Edit/Delete Message   Reply w/Quote
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

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cristina
unregistered
posted 17 July 2001 09:23 AM           Edit/Delete Message   Reply w/Quote
The service in question is a inspection of static equipment(ex. a exchanger or a pipeline...).

Thanks

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E Wall
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Posts: 114
From:Columbus, GA USA
Registered: Jun 2001

posted 17 July 2001 09:56 AM     Click Here to See the Profile for E Wall   Click Here to Email E Wall     Edit/Delete Message   Reply w/Quote
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
*********************************************
Editor's note: Corrected system html error.

[This message has been edited by Marc Smith (edited 18 July 2001).]

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Marc Smith
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Posts: 4367
From:West Chester, OH, USA
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posted 18 July 2001 08:57 AM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
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!

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Marc Smith
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From:West Chester, OH, USA
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posted 18 July 2001 09:00 AM     Click Here to See the Profile for Marc Smith   Click Here to Email Marc Smith     Edit/Delete Message   Reply w/Quote
BTW Cristina, you might want to browse through /Imp/ for some ideas on process inputs and outputs. Look at the systems sections.

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E Wall
Forum Contributor

Posts: 114
From:Columbus, GA USA
Registered: Jun 2001

posted 18 July 2001 10:51 AM     Click Here to See the Profile for E Wall   Click Here to Email E Wall     Edit/Delete Message   Reply w/Quote
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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