CSP

PROCESS
MANAGEMENT

TRAINING

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Welcome Remarks

• Coffee Break
• Cigarettes
• Cellular Phones
• Restrooms
• Breaks
• Other Issues

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Course Objectives

After completing this course, you will be able to:

• Learn how the a visual description of your processes and use a process-
based approach:
– To find & fix problems quickly;
– To drive and adapt to change;
– To keep your people involved;
– As a foundation for continuous improvement.
• Define your integrated business process model tightly aligned to your
business goals;
• Optimize and reengineer your process model to gain business advantage.

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Course Methodology

• Individual exercises will be required.

• You will be divided into teams for the workshops exercises.
• Presentations will be required.
• You are expected to share your experiences in the classroom by
active participation throughout all parts of this training program.

You will be offered an excellent opportunity to

improve your knowledge by doing.

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Course Content
• Introduction
• Quality & Customer Needs
• Definition of a Process
• Process Management
• Customer Related Processes
• Practical Cases

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OK, LET’S MEET . . .

•• Name
Name
•• Position
Position
•• Company
Company
•• Background
Background
•• Expectations
Expectations

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QUALITY & CUSTOMER NEEDS

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DEFINITION OF QUALITY

• The Ability of a:
– Product,
– System,
– Or Process

• To Satisfy Customer Needs

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Definition of Quality
according to ISO 9000 : 2000

Degree to which a set of different

Characteristics fulfills requirements

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Customer satisfaction
CUSTOMER’S
NEEDS
LATENT
NEEDS
EXPRESSED
NEEDS

Realization

IMPLIED
NEEDS

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THE QUALITY or Customer
SUPPLY CHAIN Marketing

Studies
THE QUALITY OF EVERY LOOP
Purchasing
DETERMINES THE OVERALL QUALITY OF
EVERY INTERNAL CUSTOMER-SUPPLIER Methods
RELATIONSHIP IN THE COMPANY.
Manufacturing
CUSTOMER LOYALTY DEPENDS ON THE
POWER OF THIS CHAIN. Control

Logistics

Commercial
THE FINAL LEVEL OF QUALITY IS
Sales service
DETERMINED BY THE WEAKEST
LINK IN THE CHAIN Customer

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THE TRUST
FUTURE
HISTORY OF TOTAL
QUALITY Quality
Circles
QUALITY
Quality
Management

CORRECTION Statistical PREVENTION

Traditional Process
Control Control

Scientific
Management

PAST SUSPITION
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QUALITY MANAGEMENT

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ISO 9001 : 2000 QUALITY MANAGEMENT SYSTEM
CONTINUAL IMPROVEMENT

Management
Responsibility

Satisfaction
Customer
Customer

Customer
Measurement,
Resource
Requirements

Analysis,
Management
Improvement

Service
Product
and/or Service Product and/or
Realization Service
Input Output

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QUALITY MANAGEMENT SYSTEM

PEOPLE

QMS

PROCESSES RESOURCES

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QUALITY MANAGEMENT PRINCIPLES

1. Customer Focus
2. Leadership
3. Involvement of People
4. Process Approach
5. System Approach to Management
6. Continual Improvement
7. Factual approach to decision making
8. Mutually beneficial suppliers relationships

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TOTAL QUALITY MANAGEMENT

CONTINUOUS
IMPROVEMENT
P D • PLAN
• DO
• CHECK
A C • ACT
QUALITY
MANAGEMENT

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E.F.Q.M.
EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT

FACTS RESULTS
500 500
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DEFINITION OF A PROCESS

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PROCESS APPROACH (ISO9001:2000)
“This International Standard promotes the adoption of a
process approach when developing, implementing and
improving the effectiveness of a quality management
system, to enhance customer satisfaction by meeting
customer requirements.”
“For an organization to function effectively, it has to
identify and manage numerous linked activities. An
activity using resources, and managed in order to enable
the transformation of inputs into output, can be considered
as a process. Often the output from one process directly
forms the input to the next.”

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PROCESS APPROACH
“The application of a system of processes within an
organization, together with the identification and
interactions of these processes, and their management, can
be referred to as the Process Approach”
“An Advantage of the Process Approach is the ongoing
control that it provides over the linkage between the
individual processes within the system of processes, as
well as over their combination and interaction.”

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PROCESS APPROACH
“When used within a quality management system,
such an approach emphasizes the importance of:
a) understanding and fulfilling requirements,
b) the need to consider processes in terms of added
value,
c) obtaining results of process performance and
effectiveness,
d) continual improvement of processes based on
objective measurement”

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Quality Management System Approach
(ISO 9001:2000)
• Determine the needs and expectations of customers
• Establish Quality Policy and Quality Objectives
• Determine processes and responsibilities
• Determine and provide necessary resources
• Establish methods to measure the effectiveness and
efficiency of each process
• Determine means of preventing non conformities
• Continual improvement of the QMS.

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WHAT IS A PROCESS

• A PROCESS IS THE TRANSFORMATION OF INPUTS INTO

OUTPUTS WITH ADDED VALUE:

RESOURCES METHODS COMPETENCE

SUPPLIER CLIENT
INPUTS OUTPUTS
SPECS SPECS

ENVIRONMENT MEASURE OBJECTIVE

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PROCESS MANAGEMENT

• Identify
• Describe
• Follow up
• Improve

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IDENTIFICATION OF PROCESSES

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TYPES OF PROCESSES

• OPERATIONAL
o Ex : Sales, Production, Delivery, After Sales, Claims
• SUPPORT
o Ex : Recruitment, Marketing, Maintenance
• MANAGEMENT
o Ex : Planning, Auditing, Review, Improvement

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LEVELS OF PROCESSES

• MACRO
o Ex Human Resources, Customer Service
• TRANSVERSAL
o Ex : Purchasing, Claims, Installation
• INDIVIDUAL
o Ex : Repair, Negotiation

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PROCESS MAP

Quality Management Non Data analysis Improvement

Planning Review Conforming
products
Audits

Customer
Customer related process
Customer
Design Purchasing Production Logistics
Needs Satisfaction
Produc
t
Service
Human Material Maintenance
Resources Resources

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LIST OF PROCESSES
• List all processes
• Define & Categorize the processes
– Operational
– Support
– Management
• Draw your process Map
• Identify Strategic Processes
– Contribution to the global revenue
– Risk of customer non satisfaction
– Key success factor
– Important non quality
– Consider external activities (suppliers, clients)

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PROCESS DESCRIPTION

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PROCESS CHARACTERISTICS

• Title
• Start (input: need…)
• End (output: product/service, satisfaction of a need)
• Activities - Operations
• Responsibilities
• Resources (competence, financial, material, information…)

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EVALUATING A PROCESS

• Objectives resulting from

– Customer requirements
– Management
– Legal
• Indicators

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DOCUMENTING A PROCESS

• It could be: Complexity

1. A procedure
2. A description in a manual 1,2,3,4 3,4
3. A check list
4. A form - record 3,4 3

Competence
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Example : Procedure
• The Process Name
• Scope
• Domain of Application
• Reference Documents
• Definitions and Abbreviations
• Diffusion
• Modifications
• Annexes
• Records
• Description of the Process: Flow Chart, Responsibilities and Resources
• Indicators and Objectives

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FLOW CHART
Responsibilities
Resources No Operation
Q C E R G
M M D E M

Improvement
Action 1 I E
Form Need

Request

Quality Planning 2 E I
List Verify

Approveth
erequ
e st

yes

3 Verify
P P P

4 I E I

5 P
P
I

P
6

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REVIEW AND IMPROVEMENT

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PROCESS PILOT

• Designated by Management for the surveillance of the process.

He:
– Integrates requirements (customer, internal and legal)
– Defines acceptance criteria
– Measures achievement of objectives, audits
– Follows up non conformities
– Assures corrective actions are conducted
– Identifies improvement opportunities and proposes preventive
actions
– Implements improvements
– Informs management

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WHAT THE PROCESS PILOT SHOULD DO

• Assures the process is defined an described

• Assures process is efficient
• Assures process is effective
• Assures process is adapted and reviewed

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PROCESS REVIEW
• Reviews help in:
– Guarantee customer satisfaction
– Identify non conformities and corrective actions
– Identify opportunities for improvement
• Frequency: as needed
• Participants: all concerned (internal and external)
• Points to discuss:
– Objectives defined during previous management reviews
– Follow up of decided actions
– Examination of: indicators, claims, audits, other information
– Evolution of requirements (customer, internal and legal)
– Determining necessary corrective and preventive actions

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PROCESS IMPROVEMENT

• Define priorities (Non Conformities, Impact,

Occurrence)
• Establish Action Plan
• Follow up

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Example : Customer Related Process

1. Identify Customer Needs

2. Assure needs are understood
3. Assure the organization has the capability to
satisfy Customer Needs
4. Assure Customer needs are satisfied
5. Assure that Communication means are defined
and adapted.

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