1 / 28

THE PROCESS APPROACH

THE PROCESS APPROACH. Outline. Introduction to the Process Approach Types of Process Identification of Processes Process Analysis. Introduction. An organization exists to meet specific objectives.

michon
Download Presentation

THE PROCESS APPROACH

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. THE PROCESS APPROACH

  2. Outline • Introduction to the Process Approach • Types of Process • Identification of Processes • Process Analysis Basic Concepts of Quality

  3. Introduction • An organization exists to meet specific objectives. • The organization’s objectives are derived from a balanced consideration of the stakeholders’ expectations. • This is due to the fact that the stakeholders’ expectations, needs and requirements may not be the same but are interrelated.

  4. Stakeholders and their expectations • Customer • Suppliers • Employees • Shareholders • Society

  5. STAKEHOLDERS’ EXPECTATIONS MAY NOT BE THE SAME e.g. • Customers who want products that meet their expectations. • Suppliers who want commercially viable and stable relationships. • Employees who want satisfying employment. • Shareholders who want a good return on their investment. • Society, which want the organization to operate responsibly, lawfully and ethically.

  6. PROCESS APPROACH • For an organization to function effectively, it has to identify, understand and manage numerous linked activities/processes.

  7. PROCESS APPROACH • Often the output from one process directly forms the input to the next process. [internal customer] • The systematic identification and management of activities within a process and particularly its interaction with other processes can be considered as the process approach.

  8. THE PROCESS APPROACH FLOW STAKEHOLDERS EXPECTATIONS ORGANIZATION HALANCES STAKEHOLDERS EXPECTATIONS AND DEVELOPS ORGANIZAION OBJECTIVES ORGANIZATION DEVELOPS STRUCTURES [PROCESSES] TO ACHIEVE THE DECLARED OBJECTIVES A C D E F B

  9. Structuring the Process • The following must be determined:- • Desired output • Activities to deliver the objective/output • Related resources for each activity The process approach principle states that the objective is achieved more efficiently when related resources and activities are managed as a process. Advantage Leads to control over linkage between processes, their combination and interaction

  10. Process Approach • The ISO 9001: 2000[clause 0.2] standard promotes the adoption of a process approach when:- • Developing • Implementing • Improving The effectiveness of a QMS.

  11. Process Approach • The process approach emphasizes the importance of: • Understanding and meeting requirements. • The need to consider processes in terms of added value. • Obtaining results of process performance and effectiveness. • Continual improvement of processes based on objective measurement.

  12. PROCESS APPROACH • The organization should be structured into processes that achieve the desired objectives efficiently. • The purpose of a QMS is to enable the organization to meet its declared objectives. PROCESS TYPES • Business process • Management process • Support process

  13. BUSINESS PROCESSES • These have significant influence on critical success factors for the achievement of objectives. • Marketing • Sales • Service Provision • Production

  14. MANAGEMENT PROCESSES • Strategic planning • Budgeting • Human resource planning • Communication

  15. SUPPORT PROCESSES • These reinforce the business and management processes. • Finance and Administration • Information Processing • Work of Legal Department • Work done at reception, switch board.

  16. In order to manage processes, the organization must answer whether it has; • Clearly defined objectives and how to measure and review success. • Evaluated impacts of objectives on stakeholders. • Designed critical end to end process necessary to deliver the objectives. • Assessed and provided the resources, skills and competence to make it work.

  17. PROCESS APPROACH • Functional organizations are divided into various functional units of which has their own internal agenda and culture. • Inherent processes do notrecognize department or functional boundaries.

  18. FUNCTIONAL APPROACH INTERESTED PARTY EXPECTATIONS POLICY AND OBJECTIVES PLANNING OF PROCESSES REALIZATION OF INTENDED OUTPUTS

  19. PROCESS APPROACH • Process approach introduces horizontal management,crossing the barriers between different functional units. • Unifies their focus to the main goals of the organization. • Improves management of process interfaces. Process linkage across departments

  20. PROCESS IDENTIFICATION • Delimit the process-determine the starting and final activities • Define the process objective • Identify the sub-processes that contribute to the objective. • Determine the process target • Determine the critical success factors • Determine the sub processes with the biggest improvement potential. • Assign responsibilities for the process/sub-processes.

  21. IMPLEMENTING THE PROCESS APPROACH • The following methodology can be applied to any of process. The step sequence is only one method and is not intended to be prescriptive. Some steps may be carried out simultaneously.

  22. IDENTIFICATION OF THE PROCESSES WITHIN AN ORGANIZATION • Define the purpose of the organization. • Define the policies and objectives of the organization. • Determine the processes in the organization. • Determine the sequence of the processes. • Define process ownership. • Define process documentation.

  23. PLANNING THE PROCESS • Define the activities within the process. • Define the monitoring and measurement requirements. • Define the resources needed. • Verify the process and its activities against its planned objectives.

  24. IMPLEMENTAION AND MEASUREMENT OF THE PROCESS • The organization may develop a project for implementation that includes, but is not limited to; • Communication. • Awareness. • Training. • Change management. • Management involvement. • Applicable review activities.

  25. ANALYSIS OF THE PROCESS • Determine and describe the process structure. • Measure the process performance. • Determine target values. • Identify obstacles. • Remove obstacles through continuous improvement. • Implement the results of the analysis.

  26. Act How to improve next time Plan What to do? How to do it? Check Did things happened according to plan Do Do what was planned

  27. CORRECTIVE ACTION AND IMPROVEMENT OF THE PROCESS • “Plan” Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organization’s policies. • “Do” Implement the processes. • “Check” Monitor and measure processes and product against policies, objectives and requirements for the product and report the results. • “Act” Take actions to continually process performance.

  28. Conclusion • To effectively manage processes, the organization must answer whether it has; • Clearly defined objectives and how to measure success. • Evaluate impacts of objectives on stakeholders. • Designed critical end to end process to deliver the objectives. • Assessed and provided the resources, skills and competence.

More Related