1. and Process Improvement Operational Excellence The Future?:
…Process Management
and
Process Improvement

2. The ISO Perspective ENABLERS SATISFIED CUSTOMERS STRATEGY DRIVERS
Quality Systems
KEY BUSINESS PROCESSES
Product Development
Supply Chain
Production
Order Fulfillment
Support Processes
SATISFIED
CUSTOMERS
STRATEGY
DRIVERS
RESULTS
INFLUENCERS
Culture

3. The Process Approach PROCEDURE*
EFFECTIVENESS
OF PROCESS =
Ability to achieve
desired results
(Focus of ISO
9001:2000
PROCEDURE*
(“Specified way to carry out an activity or a
process”
- may be documented or not)
PROCESS
Input
Output
(“Set of interrelated
PRODUCT
(Includes
or interacting activities”)
(“Result of a process”)
Resources)
EFFICIENCY OF
PROCESS =
Results achieved
vs resources used
(Focus of
ISO/TS 16949:2002)
MONITORING AND
MEASUREMENT OPPORTUNITIES
(Before, during and after the process)
* Note –
This is the definition of “procedure” given in ISO 9000:2000.
This does not necessarily mean one of the 6
“documented procedures” required by ISO 9001:2000

4. Customer Oriented Processes (COP) Support Processes
ISO 9001 PROCESS BASED Requirements
Customer Oriented Processes (COP)
Support Processes
1. Training and development
2. Information system
3. Maintenance
4. Purchasing
5. Supplier management
6. Facilities
7. Quality
Market Analysis / Customer Requirements
Bid/Tender
Order / Contract
Product and Process Design
Product and Process Monitoring / Validation
Product Production
Delivery
Warranty / Service
Post Sales / Customer Feedback
Management Oriented Processes (MOP)
1. Business Planning
2. Business Development

5. Tools For Process Improvement
Process inputs and outputs
map the process as it looks today
Identify customer requirements
Quality Function Deployment/House of Quality
SIPOC
Determine process capabilities
process capability studies
FMEA
Describe the work processes
process modeling/mapping; future state
Select appropriate measurements

6. Tools For Process Improvement, cont’d
Test process capability; improve as necessary
Monitor process output
Check feedback; improve as necessary
root cause analysis
Pareto chart
Run chart
Control chart
Ishikawa diagram
Scatter diagram
Refer to the presentation entitled “Quantitative Process Improvement Tools” for explanations of these options in more detail.
Your friendly neighborhood Quality Manager will be glad to help you figure which tools to use when, and how to apply them.