6. Chapter 1 Process Definition Auditors Clients Quality Management System Consultants Process Approach Why not doing Process Auditing? Element Approach Mind set No clear understanding of Process Approach Reluctance to Change Inconsistent Knowledge Of Process Auditing Processes and interaction Not Defined Management System Not Process Oriented Objective not established for Processes No “process maps” Reports and Forms in Element style Lack of Global Strategy Not Implementing Process Driven systems Taking Path of Least resistance No training on Process Audits No Knowledge of Processes “ boiler Plate” systems
17. Chapter 3 Continuous vs. Continual Improvement Time Improvement Continuous Continual
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20. Chapter 3 Continuous vs. Continual Improvement
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25. Chapter 3 Objectives/Performance Top Management Top Management Process Owners Quality Policy Project/Product Team Planning and Resource Management QMS Process Objectives Project/Product Objectives
26. Chapter 3 Organization and Process Goals OTD Order Process Maintenance Process Purchasing Process Warehouse Process Production Process To achieve OTD you must collect Data to understand reason for late Delivery. Establish Metrics for Improvement Engage entire organization in this process
29. Chapter 4 What is a Process? Procedure * Process Set of interrelated or interacting activities Product Result of the process Input Monitoring and Measurement of Effectiveness This is the definition of Procedure given in ISO 9000-2000 This is not necessarily one of the 6 documented procedures required by ISO 9000-2000 “ Specified way to carry out an activity or a “process”- May be documented or not Output