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Process Auditing Chapter 1 Course Introduction
Chapter 1   Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 1   Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 1   Introduction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 1   Introduction
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
Chapter 1   Auditor Demographics ,[object Object],[object Object],[object Object],[object Object]
Chapter 1   Benefits of Training ,[object Object],[object Object],[object Object],[object Object],[object Object]
Process Auditing Chapter 2 Customer Satisfaction
Chapter 2   Customer Satisfaction ,[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],Chapter 2   Customer Satisfaction
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 2   Customer Satisfaction
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 2     Customer Satisfaction
[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 2   Customer Satisfaction
Process Auditing Chapter 3 Continual Improvement
Chapter 3   Continual Improvement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 3   Continuous vs.  Continual  Improvement Time Improvement Continuous Continual
[object Object],[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
Chapter 3   Continuous vs.  Continual  Improvement
[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
[object Object],[object Object],[object Object],[object Object],Chapter 3   Continuous vs.  Continual  Improvement
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
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
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 3   Organization and Process Goals
Process Auditing Chapter 4 Process Auditing
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
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 4   Required Documents
Chapter 4   Comparison of 1994 with 2000 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Chapter 4   Comparison of 1994 with 2000
Chapter 4 Process  Methodology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 4   Process   Methodology ,[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 4   COPS  –  MOPS  -  SOPS   COPS MOPS SOPS
Chapter 4   Customer   Oriented Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],COPS
Chapter 4  Support Oriented Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],SOPS
Chapter 4   Management Oriented Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MOPS
Chapter 4  Process Turtle 1. Process _______ ________________ ________________ 4.  With What? _____ __________________ __________________ 5. With Who?_____ ________________ 6.  How? _________ _________________ _________________ 7.  How Effective? ___________________ ___________________ 3.  Inputs 2.  Outputs
Chapter 4   Processes  linked to the Standard Model
Chapter 4   Process   Workshop ,[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 4   Process  Workshop ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Close of Day 1 ,[object Object],[object Object],[object Object]
Process Auditing Day 2
Agenda Day 2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Auditing Chapter 5 Audit Performance
Chapter 5  Audit Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 5   Audit Planning ,[object Object],[object Object],[object Object],[object Object]
Chapter 5   Audit Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 5   Audit Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 5   Audit Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Process Auditing Chapter 6 Nonconformance
Chapter 6  Nonconformity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 6  Nonconformity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 6   Nonconformity ,[object Object],[object Object],[object Object],[object Object]
Process Auditing Chapter 7 Top Management
Chapter 7   Top Management ,[object Object]
Chapter 7  Top Management ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 7  Top Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Chapter 7  Top Management ,[object Object],[object Object],[object Object],[object Object]
Process Auditing Chapter 8 Session Wrap-up
Chapter 8  Wrap-up Session What are some of the concepts you’ve learned that have added to your level of knowledge from this training?

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Iso Process Audit Training

  • 1. Process Auditing Chapter 1 Course Introduction
  • 2.
  • 3.
  • 4.
  • 5. Chapter 1 Introduction
  • 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
  • 7.
  • 8.
  • 9. Process Auditing Chapter 2 Customer Satisfaction
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15. Process Auditing Chapter 3 Continual Improvement
  • 16.
  • 17. Chapter 3 Continuous vs. Continual Improvement Time Improvement Continuous Continual
  • 18.
  • 19.
  • 20. Chapter 3 Continuous vs. Continual Improvement
  • 21.
  • 22.
  • 23.
  • 24.
  • 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
  • 27.
  • 28. Process Auditing Chapter 4 Process Auditing
  • 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
  • 30.
  • 31.
  • 32.
  • 33.
  • 34.
  • 35. Chapter 4 COPS – MOPS - SOPS COPS MOPS SOPS
  • 36.
  • 37.
  • 38.
  • 39. Chapter 4 Process Turtle 1. Process _______ ________________ ________________ 4. With What? _____ __________________ __________________ 5. With Who?_____ ________________ 6. How? _________ _________________ _________________ 7. How Effective? ___________________ ___________________ 3. Inputs 2. Outputs
  • 40. Chapter 4 Processes linked to the Standard Model
  • 41.
  • 42.
  • 43.
  • 45.
  • 46. Process Auditing Chapter 5 Audit Performance
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 52. Process Auditing Chapter 6 Nonconformance
  • 53.
  • 54.
  • 55.
  • 56. Process Auditing Chapter 7 Top Management
  • 57.
  • 58.
  • 59.
  • 60.
  • 61. Process Auditing Chapter 8 Session Wrap-up
  • 62. Chapter 8 Wrap-up Session What are some of the concepts you’ve learned that have added to your level of knowledge from this training?