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19/12/2011
Testing 1
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Euro-Med Workshop on Administrative Simplification Strategies for Enterprises:
Better Public Services for Competitive Enterprises
Brussels 30 November – 1 December 2011
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Euro-Med Workshop:
Administrative Simplification Strategies for Enterprises
Better Public Services for Competitive Enterprises
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What does ISO 9001 have to say about
processes?
“This International Standard promotes the use of a process based approach when developing, implementing and improving the effectiveness of a quality management
system, to enhance customer satisfaction by meeting customer and regulatory
requirements.
“For an organization to operate effectively, it has to establish and manage numerous interconnected activities. An activity or set of activities using resources, and managed
in order to enable the transformation of inputs into outputs, can be considered as a
process. Often the output from one process directly forms the input to the next.
“The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management to produce
the desired outcome, can be referred to as the „process approach‟”.
ISO 9001 standard: 2008. 0.2. Process approach.
1
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Selected crucial definitions for ISO 9001
procedure
specified way
of carrying out
an activity or a
process.
Process
set of interrelated or
interacting activities that
transform inputs into
outputs.
product
the output of a
process.
Customer: organisation or person that receives a
product or a service.
Interested party: a person or group of persons that
has a stake in the success or performance of an
organisation.
(Source: ISO 9000 standard: 2000)
2
19/12/2011
Testing 2
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The ISO 9001 model 3
Making the
product
Measurements, analysis and improvement
Requirements
Satisfaction
Management responsibility
Resource
management
Continuous improvement of the quality management system (QMS)
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Process: a set of interrelated or interacting
activities that transform inputs into outputs.
Inputs PROCESS Outputs
transformation
learning
Value added
Returning to the definition of “process” 4
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5
Organisation structure
Needs
Requirements
Materials Products
Services
Processes combining to achieve a goal and create value
The vertical
and the
horizontal
Linking processes as part of a project
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pro
du
ct
or
se
rvic
e
interface
activity
activity
entity entity
entity
activity
customer supplier
supplier customer INTERNAL
6 The process vision: internal customer / supplier
interface
19/12/2011
Testing 3
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7 Process: the other name for all the things a business does
Inputs:
Objective Funding Staffing Training
Partnerships Contracts
Technologies Information
etc.
Outputs:
Service Budget
compliance Staff
satisfaction etc.
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8 Conventional types of processes
Managerial or executive processes.
These include policymaking, implementation of objectives within the organisation
and resource allocation. They ensure the consistency of creation and support
processes. They encompass the measurement and oversight of the process system
and use of outcomes with a view to improving performance.
Creation processes.
These contribute directly to making the product, from detecting customer needs to
ensuring customer satisfaction. They encompass all activities related to the product
creation cycle.
Support processes.
These are vital to the operation of all processes, to which they provide the
necessary resources. They include activities involving:
• human resources,
• financial resources,
• facilities and their maintenance (premises, equipment, materials, software, etc.),
• Information processing.
(FD X50-176 5.3.1.)
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9 FD X50-176 documentation
The process approach … consists, first, of
reporting on the operations of an organisation’s
activities using the concept of process - a set of
correlated activities having one and the same goal,
such as the creation of a product or a service,
formulation of a product line, making resources
available, etc., which leads to the modelling of an
organisation‟s operations as a system or network of
interacting processes. The customer, whether
external or in-house, lies at the heart of the
process concept: it is the value added supplied to
customers that ensures the effectiveness of the
process, and the optimisation of resources used
that makes it more efficient, thus helping to
enhance overall competitiveness. (FD X50-176. Introduction.)
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10 The goals of a “process approach”
To undertake a “process approach” entails
investing a little time to expand knowledge
and take control of how a firm‟s various
functions are actually and concretely carried
out.
The goal of an organisation that implements a process approach is to:
• be more responsive to the needs and expectations of customers
and other interested parties, putting them at the heart of the
organisation‟s operations;
• Implement policy and general objectives in a structured manner
at all levels of the organisation;
• optimise the achievement of results via closer involvement and co-
ordination of all parties concerned.
(FD X50-176. Introduction.)
19/12/2011
Testing 4
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11 Before beginning a “process approach”
The process approach entails observing all correlated sets of activities
involved in the organisation‟s operations and production, defining processes
and then identifying those that make the greatest contributions to the
overall objectives of the organisation.
Identifying processes requires that these overall objectives:
• stem from strategic thinking, based on medium- and long-term visions
of what the organisation wishes to become, in accordance with the
expectations of customers and other interested parties and the
orientations selected for achieving the objectives,
• be fixed, formalised, known and implemented at all operational levels
of the organisation.
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12 Brief review of management
Prospective Anticipation des mutations
Stratégie Adaptation à l’environnement
Management Achieving planned objectives
Routine operations Co-ordination of operations
Execution Performing elementary tasks
A
L
I
G
N
M
E
N
T
Quality control
Quality assurance
Total Quality Management
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13 The right questions a firm should ask itself
Organisation Abilities
Know-how Methods
Company products/
services
Tools
When?
Requirements
What?
Who?
How?
With what?
Cost?
Where?
Satisfied?
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14 “Process mode” responses
Enterprise
Organisation Skills/abilities
Know-how Methods
Tools
To carry out its activities and turn out products or services, the enterprise
implements processes that incorporate, in a consistent manner:
• organisation and skills/abilities
• know-how and methods
• tools
Requirements Satisfaction
19/12/2011
Testing 5
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The paramount importance of modelling: representing the enterprise 15
Why should the process system (interactions between the
firm‟s various functions) be modelled?
Just one representation of the enterprise is not enough!
A conventional organisation chart alone, even if it conveys hierarchy and
function, is not enough to relate what really takes place within an
enterprise, what it produces and, above all, for whose benefit.
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Representation by corporate functions: mapping processes (1) 16
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Representation by corporate functions: mapping processes (2) 17
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Representation by corporate functions: mapping processes (3) 18
19/12/2011
Testing 6
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Representation by corporate functions: mapping processes (4) 19
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Representation by corporate functions: mapping processes (5) 20
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Representing the customer. Example: inverted pyramid 21
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The “process approach”: open the boxes! 22
Once the general map of the firm‟s processes has been drawn, the description
of those processes begins. Which should be done first?
The inventory of processes is performed:
By listing:
• customers and their expectations,
• products and the corresponding requirements,
• the organisation‟s activities
By identifying correlations between activities pursuing a
common goal.
(FD X50-176 5.3.1.)
The aim is to identify the processes most significant to the organisation in
terms of their impact on one or more of the following criteria:
• achievement of strategic management objectives,
• contribution to turnover and operating profits,
• satisfaction of customers and other interested parties,
• the organisation‟s long-term performance,
• management of risks and opportunities, especially at the level of managing
interactions between processes. (FD X50-176 5.3.2.)
19/12/2011
Testing 7
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Describing a process: what does FD X50-176 advise? 23
Throughout the undertaking, it is necessary to define and update the characteristics of each
process, identifying:
• its title, which should convey its usefulness: it can be labelled with an action verb (e.g. preparing an order),
• its goals, which determine the raison d’être of the process,
• its customers (in-house and external), • its pilot,
• the parties involved in carrying it out,
• its inputs, indicating any that might trigger process implementation,
• its outputs, which constitute the “production” of the process, whether they be tangible products, related services or information, such as recordings,
• its specific resources, essential for completion, whether material, informational or human
(agents, services, experts, etc.), • its objectives and indicators of outcome and operation,
• its steering mechanisms: by which specific mechanisms (who, what, how, when, etc.) can the
process be steered? (e.g.: process review, analysis of indicators, etc.), • its crucial or risky stages: stages that require particular monitoring because experience shows
that these are moments or actions that may jeopardise successful completion of the process,
• its interactions with other processes and the contents thereof: it may be useful to
“contractualise” conditions for swapping elements between processes and to associate indicators with adherence to reciprocal commitments,
• its reference documents: procedures, operating methods, special instructions describing
criteria for successful completion.
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Describing a process: how to do it graphically? 24
Studies Contracts Buyer Supplier
1 1 Preparing
the draft
order
1 Draft
2
Circulating
the draft
order Draft Draft
3 Draft Comments
? ? Comments
Commenting
on the draft
order
Not agreed
Agreed
?
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Describing a process: how to do it in writing? 25
Name of the process:
Process characteristics
Goal:
Inputs:
Outputs:
Customer(s):
Description of the main sub-
processes:
Functional links:
Name of the process:
Process metrology
Objectives associated with the
process (customer needs and expectations,
implementation of objectives set by
management):
Performance Indicators:
Assessment of the risk of failing to
meet objectives and/or of customer
dissatisfaction:
Process pilot:
Strong points Points needing improvement
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Summarising the “process approach ”: the control stage 26
Doing
Checking that what has been done is satisfactory.
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Testing 8
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Summarising the “process approach ”: the assurance stage 27
Doing what has been planned.
Checking that what has been done has been done as planned.
Planning what is to be done and how to do it.
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Summarising the “process approach ”: the management stage 28
Taking corrective action.
Doing what has been planned.
Planning what is to be done and how to do it.
Checking that what has been done has been done as planned.
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Summarising the “process approach ”: the complete PDCA cycle 29
The firm takes action to enhance the quality of processes
by improving organisation, skills/abilities, methods and tools.
The firm conducts checks on products and services
at different levels of the processes.
The firm plans the implementation of processes
to ensure the quality of products and services.
The firm does what it has planned.
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Summarising the “process approach ”: the complete PDCA cycle 30
Plan Do
Check Act
SMQ
19/12/2011
Testing 9
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Group work
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MANAGEMENT, SUPPORT OR OPERATIONAL?
Exercise 1
31
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Name of process Type
Management Creation Support Measuring
New product design and development
Human resource management
Steering corporate activities
Purchasing
In-house and external communications
Formulating and implementing policy and strategy
Establishing a line of products/services
Shipping
Managing contingencies
Measuring and monitoring processes
Managing skills and abilities
Invoicing a service
Implementing corporate objectives
Managing feedback
Measuring customer satisfaction
Directing continuous improvement
Providing services in connection with products sold
Arranging a transaction in France
Arranging an export transaction
Managing cash flow
Selling a product in stock
Dealing with nonconformity issues
Contract negotiations
Conducting a review of top management
Identifying customer needs and expectations
Auditing
Personnel administration
Conducting an on-site intervention
Planning and scheduling
Debt recovery
Managing information flows
Training and qualifying auditors
Taking corrective and preventive actions
Maintaining facilities and equipment
Measuring community satisfaction
Managing the information system
Measuring and monitoring products
Budgeting
32
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SAMPLE PROCESS: COMPOSING A BOUQUET
Exercise 2
33
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Testing 10
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34
Would it be possible to
get a personalised
bouquet for my wife’s
25th birthday on
Monday?
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35
Customer
order
Customer
delivery
voucher
Flower
inventory
Composition Wrapping
Bouquet
Delivery
A key SME process
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36 Potential nonconformity issues
Customer
order Customer
delivery
voucher
Flower
inventory
Composition Wrapping
Bouquet
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37 Customers’ growing demands
Customer
order
Customer
delivery
voucher
Flower
inventory
Composition
Decoration
Wrapping
Bouquet
Cancellation
Refusal
Delay
Complaint
19/12/2011
Testing 11
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MAPPING PROCESSES
Exercise 3
38
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39 Mapping processes for a theatre
What questions should be asked before starting the map?
• What do we do?
• What is the core of our business?
• What are our products / services?
• Who are our customers?
• Which products / services for which customers?
• What is our “environment”?
• etc.
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THE CUSTOMER-INTERNAL SUPPLIER RELATIONSHIP
Exercise 4
38
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EUROPEAN
COMMISSION
Returning to our example of a theatre
In the “organising a concert” process, are there any “customer-internal
supplier relationships”?
What are they?
How should they be handled?
