omne xsales
DESCRIPTION
TRANSCRIPT
T R A I N I N GT R A I N I N G
S O F T W A R ES O F T W A R E
B u i l d i n g S u c c e s s W o r l d w i d e
Quality Management System Implementation
Copyright 2001, Omnex, Inc. 2
Omnex Introduction
• Consulting and Client Site Training in Quality and Management Systems Development and Implementation:
• ISO 9001:2000 Quality Management systems• ISO/QS 9000; ISO/TS 16949 (Automotive)
• ISO 14000 Environmental Management Systems
• QOS/BOS/Balanced Scorecard• Product and Service Development and Introduction• Business Process Re-Engineering• Productivity & Performance Enhancement• IT Systems/Business Process Integration
Copyright 2001, Omnex, Inc. 3
Omnex Introduction
• Capabilities– Recognized Worldwide Experts in ISO 9000 & 14000, QS-9000
and QOS– Effective Strategic Business Approach to Implementations – Specialized Client Site Training– Performance Improvement systems and methodologies– International Resources with Multi-language and Global Service
Delivery Capabilities
• Bias Toward Action
Copyright 2001, Omnex, Inc. 4
Omnex Approach
Copyright 2001, Omnex, Inc. 5
Omnex Approach
• Conduct Discovery Analysis and Develop Plan• Establish Cross Functional Team & Objectives• Assist in Selecting Registrar, Plan Registration Process• Create an Operating System• Define and Document Key Business Processes• Define and Document Key Business Process Controls• Establish Effective Data Management• Initiate Effective Management Review• Drive Continuous Improvement
Copyright 2001, Omnex, Inc. 6
Strategic Value of Omnex Approach
• Easy to Implement
• Easy to Understand and Use
• Easy to Maintain
• Maximize Value, Minimize Paperwork
• Supports Analysis for Continuous Improvement
Copyright 2001, Omnex, Inc. 7
Conduct Discovery Analysis
– Understand existing systems– Understand existing processes and activities– Understand functional organizational structure– Map to system objectives– Align with current system and ISO 9001:2000
• Develop Implementation Plan
Copyright 2001, Omnex, Inc. 8
HumanResources
ProductionPurchasing Accounting Sales
General Management
Technical
Functional "Chimneys"
ProcessMeasurables
Activity-based Causation
Process OutputsCorrelate withOrganizationalPerformanceCharacteristics
KeyPerformance
Indicators
FinancialPerformance
CustomerSatisfaction
Key ProcessCapabiliy
Learning &Growth
Need for Cross Functional Team, Objectives, Process Definition
Copyright 2001, Omnex, Inc. 9
Quality Management System Strategy
Copyright 2001, Omnex, Inc. 10
ISO 9001:2000
• Defines a business using a Process Model • Requirements organized in five categories
– Quality Management System Requirements– Management Responsibility– Resource Management– Process Management– Measurement, Analysis and Improvement
• Changes– More business-based terminology and process model– Definition of “Quality”: Requirements focus on “Customer Satisfaction,”
not “conformance to specification”– Formally mandates continuous improvement– Expanded emphasis on management responsibility and resource
assurance
Copyright 2001, Omnex, Inc. 11
ISO 9001:2000 Process Model
Product
realization
InputProduct/ Service
(and/or service)
Requirements
Resource management
Measurement, analysis, improvement
Management responsibility
Customer
Customer
Satisfaction
QUALITY MANAGEMENT SYSTEM
CONTINUAL IMPROVEMENT
Output
Quality Management System
Copyright 2001, Omnex, Inc. 12
New Requirements in ISO 9001:2000
• Voice of the Customer-Expectations & Requirments• Quantifiable Objectives• Internal Communications• Infrastructure• Work Environment• Customer Communications• Measurement and Monitoring• Customer Satisfaction• Continual Improvement
Copyright 2001, Omnex, Inc. 13
ISO 9001:2000 Business Plan
5.2Customer
Expectations
7.2 CustomerRequirements
5.4 QualityPolicy
5.5.1Objectives
5.5.1DeployedObjectives
Department Function Process
QualityPlanning
Process A Process CProcess B
QualityPlan
5.5.2/7.1Processes
BusinessPlan
Copyright 2001, Omnex, Inc. 14
Understand Primary Business Processes
• Product and Service Realization– Marketing
– Sales
– Purchasing
– Design
– Production/Distribution
– Delivery
• Planning– Quality Planning
– Analysis of Data
– Improvement
• Management– Strategic Planning
– Resource Planning
– Performance Monitoring
• Measurement(Accounting)– Documentation
– Analysis
– Maintain Records
• Human Resources– Staffing
– Training
Copyright 2001, Omnex, Inc. 15
Utilize Flow Charts for Documentation
LOGO Number: SOP-01
Responsibility Flow Remarks
Approval: President
Revision Date: 12/1/98
Title: Management Review
Department: Management
Purpose: To define the procedure for conducting management reviews.
Scope: This procedure applies to all management meetings.
President
President
President
Recorder
Recorder
Refer to QOS Implementation andImprovement, 4th Edition dated3/26/96 for instructions from"prepare agenda..." to write &distributes minutes".
Page: 1 of 1
Elements:
Internal AuditReport
KeyMeasurables
Prepare agenda &circulate toattendees
Action Plans
Conduct Meeting
Actionagreedupon?
Action Plans
Assign action item
Write, distribute &file minutes of
meeting
Update action plans
Done
Agenda
CA Requests
CA Reports
Refer forCA ?
Yes
Yes
No
CA Request
Action Plans
Minutes
No
Copyright 2001, Omnex, Inc. 16
Define Key Business Process Controls
• Identify Performance Characteristics (Values)• Conduct a Business Process Analysis (FMEA)• Develop an Improvement Plan• Implement a Control Plan• Generate Data for Continuous Improvement
Copyright 2001, Omnex, Inc. 17
APQP/AQP
Verifyand
Validate
ProcessFlow
4.3 Contract ReviewCustomer
Requirements(ex: specifications, designperformance specification)
Associate PCswith Operational Steps
ProcessFMEA
IdentifyProcess
Characteristics(sources/causes
of variation) 8-D
Action Plan
IdentifyRoot Cause
ControlPlan
WorkInstructions
QS-9000Procedures
SPCProcess
Measurables------------------
SystemicCausation
StrategicProcess
Improvements
IdentifyProduct Characteristics
OP10
OP20
OP30
QOS
DynamicProcessControl
Implement ControlStrategy
ImplementProcess
Improvements
Employ Dynamic Process Control
Copyright 2001, Omnex, Inc. 18
Implementation Process
Copyright 2001, Omnex, Inc. 19
Organizing for ISO 9000 Implementation
• Management Team– Develops Operating System in Management Responsibility– Develops & Deploys Policy and Objectives– Conducts Management Review
• Steering Committee– Lead by Management Representative– Cross functional– Appoint by virtue of authority, position and expertise– Champions for process teams
• Process Teams– Cross functional– Subject matter & process experts– Develop all documentation
Copyright 2001, Omnex, Inc. 20
Implementation Structure
A rg oS teerin g C om m ittee
C ard in a lS teerin g C om m ittee
L on d onS teerin g C om m ittee
P ort C o lb ernS teerin g C om m ittee
S tock tonS teerin g C om m ittee
W in s ton S a lemS teerin g C om m ittee
M u lti-P lan tP rocess Team
M u lti-P lan tP rocess Team
M u lti-P lan tP rocess Team
C ross F u n c tion a lS teerin g C om m ittee
C ross F u n c tion a lM an ag em en t Team
Example
Copyright 2001, Omnex, Inc. 21
Implementation Steps
• Conduct Discovery Analysis• Develop Implementation Plan
– Timing– Roles and Responsibilities– Status Assessment & Program Management– Identify key indicators for improvement
• Form Steering Committee(s)• Train and Orient Committee(s)• Select & Orient Registrar
Copyright 2001, Omnex, Inc. 22
Implementation Steps• Form Key Process Teams• Train teams in methodologies for business processes• Implement Approaches and methodologies• Map and Document Key Processes• Form Process Level Teams• Map and Document Processes and Activities• Develop Level III Documentation• Implement Procedures, Work & Process Instructions
Copyright 2001, Omnex, Inc. 23
Implementation Steps
• Train Internal Audit Teams• Establish Management Review Process• Conduct Internal Audits concurrently with
Implementation Process• Establish Corrective & Preventive Action• Conduct Pre-Audit Finishing Process• Registration Audit
Copyright 2001, Omnex, Inc. 24
Effective Management Review Process
• Meet Regularly• Maintain Discipline• Drive System Implementation Process• Focus on Strategically Critical Continuous
Improvement• Utilize Data
– Achieve and Maintain Shared Level of Understanding– Support Effective Decision Making
• Take Action
Copyright 2001, Omnex, Inc. 25
Benefits of Omnex Approach
• Defined and Shared Responsibilities • Documents Your Business Processes• Easier to Implement and Maintain• Drives Performance Improvement• Focuses on Value• Relevant and Sustainable
Copyright 2001, Omnex, Inc. 26
Typical Obstacles and Solutions
• Lack of Management Commitment
• No Defined Plan
• NVA Documentation/ Frequent Rewrites
• Lack of Understanding of Requirements
• Organization by Elements
Address Early with Defined Objectives (Relevance)
Plan Your Work, Work Your Plan
Facilitate Documentation
Training
Organization by Key Processes & Activities
Copyright 2001, Omnex, Inc. 27
Need for Top Management Commitment
• If top management is not involved:– There will be documents which do not reflect actual
practices– Managers will give only “lip service” to policy and its
implementation—system will lack relevance– ISO will be seen as a “paperwork monster” (generating
enormous costs without benefit) that lessens value– There will be a lack of clear, quantifiable
improvement
Copyright 2001, Omnex, Inc. 28
Role of Omnex Consultants
• Provide Objective Voice• Contribute Technical Expertise• Maintain Focus and Discipline• Expand the Vision of the Organization • Provide Perspective from Other Successful Efforts• Analyze and Identify Opportunities with Credibility• Provide Disciplined Program Management• Provide Dedicated Resources
Copyright 2001, Omnex, Inc. 29
Global Presence & Alliances
• Omnex, Inc.– Training Development
& Publishing– Software Development
• AQuA®
• BOSs®
• AQSR, International
• International Offices– Brazil– Canada– Germany (J-V)– Mexico– India– Peoples Republic of
China– Taiwan– Thailand– Venezuela
Copyright 2001, Omnex, Inc. 30
Recent Domestic Clients
• Corrigan Moving Systems• Defiance Engineering &
Testing• Delphi Automotive • EASi-Meg Engineering• Engineering Technology• Ford Customer Service
Division• Ford Human Resources
Service Center• Ford Warranty Specialists
General Motors Information Systems and Services
Giffels Arch. & Engr. Hendrickson
International Lucent Technologies Mobil Oil Petro Canada Siebe Automotive NA Teleflex Visteon