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2879 Hoag NE Phone: (616) 365-9822 email |
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| Contents: |
ISO 9001 Process Interaction Diagrams & Process Mapping - By Linda Schoonerman |
SEQUENCE AND INTERACTION OF PROCESSES - By Linda Schoonerman |
| Where do we start? First, assign a team that represents all departments. Next, draw a “sequence of processes flowchart.” This is simply a diagram of the major processes in your system from Quoting to Shipping. This is also called a “line-of-sight diagram.” Now, diagram the activities associated with each step. Be sure to include all departments in this exercise. Break this flowchart down into logical phases. Sales through contract review may be Phase 1. Design may be a stand alone phase. The size of your organization and the complexity of your products and processes will dictate the number of phases necessary. Insert decision boxes that allow for nonconforming product, engineering changes and other support activities. Take each of the phases and list inputs and outputs where appropriate. Inputs may be customer documents, forms, procedures, work instructions, or outputs from previous processes. Some inputs may appear multiple times throughout different phases. For instance, a feasibility form may be an input to the quoting process as well as the planning process. Of course, Customer Requirements are an input to several processes. Finally, determine where metrics (quality objectives) should be established. Inventory turns, quote turn-around time and on-time delivery are just a few of the possibilities. Be sure that you are measuring the effectiveness and efficiency of the process and not using a report that should be an output. Metric for calibration system could be the number of issues (internal/external) that were caused by a gage being out of calibration. One TS 16949: 2002 Note: Linkages to support sites with interactions needs to be identified in the process descriptions, such as Corporate locations, Design Centers and Warehouses. This should also be a part of the ISO 9001: 2000 Process interaction diagrams. |
| This chart looks pretty busy! It may be helpful to color code your flowcharts by responsible department or type of process (e.g., customer interaction process or support process). Also, once you’ve diagramed support activities, such as nonconforming product, you may want to “lift” this part of the flowchart off the diagram, make it a procedure, and simply reference the procedure at each inspection point. |
| How is this document best utilized? The interaction diagram is a great tool for managing your quality management systems (see Section 5). The team, and this tool, will now function as a basis for: conducting internal process audits, identifying redundancies in your quality systems, assisting in lean manufacturing goals, determining potential failure modes (see preventive actions) and providing a baseline for continual improvement. TS 16949: 2002 Note: See section 2.3 of the TS Rules – Audit planning and execution shall take into account all supporting functions, and the interfaces between them shall be defined and audited. Again, this should also be a part of the ISO 9001: 2000 Internal Audit. |
| Best Practice Include “green trees” or other symbols to process steps and activities that include management of the environment (e.g., purchasing of chemicals, production recycling). Remember, the goals of the entire quality management system are customer satisfaction and continual improvement! |
Everybody reads these, right? |
| Steps to Reinvent Your Job This Spring - Effective Communication - By Carolyn Charnin & Brandon Kerkstra How much power do you have to shape your job? How much influence do you wield on your team? The answer to both questions is simply, “A lot; quite possibly more than you realize.” The fact is, you have all the power you need to begin reinventing your job to make it more rewarding personally and professionally. Each time that you speak, you shape your job. Like a master artist, you use your own words to paint the canvas of your own job and to lead your own future. At Management Solutions Group we offer team building and communication workshops that empower you to work with a team to more successful results. These are the tools you need to start reinventing your job. You don’t need to wait for someone else to begin reinventing your own job. Decide today to begin a three week experiment using our tips, and watch for the positive changes in your job. |
| Step One The first step in reinventing your job is to understand what we at Management Solutions Group call the Four-to-One principle of human motivation. Studies repeatedly demonstrate that human beings remember four negative comments to every one positive comment. This being the case, one might assume that people need negative feedback in order to succeed. The irony is that the exact opposite is true! While our minds focus (and even fixate) on negative feedback, we need positive feedback in order to sustain our forward momentum. Step Two Determine that you will create positive momentum for yourself and others. Promise yourself that you will focus on the positive and speak positively about yourself and others. By choosing to accentuate the best about yourself and others, you will create the positive environment needed to reinvent your job. Step Three It’s a fact of life that people can be annoying (chances are, you’re even disappointed in yourself occasionally). These tips from our DiSC® training will help you focus on your strengths and the strengths of others. Meet the cast of your coworkers and their strengths. |
| Strengths of Dan and Danielle Dominance These people live to cause action. They dare to step out when others are holding back. In the interest of moving forward, they are willing to tolerate conflict when others won’t. Deep down, others may occasionally suspect that the action they cause is misguided or just too risky. But without these key players, organizations don’t move forward. Give them the credit they deserve for being: • Direct and Demanding • Forceful and Decisive • Self Assured and Competitive |
| Strengths of Inez and Ivan Influence These people are good at relating to many people at once. They converse easily, laugh often, and act as the “glue” that holds people together. They have many friends, and have a knack for encouraging others. Their network of contacts is often as good for business as it is for friendships. Give them credit for being: • Enthusiastic and Persuasive • Generous and Trusting • Influential and Sociable |
| Strengths of Sam and Sara Steadiness These people are the ultimate team contributors. They dislike sudden change and conflict. They like working with others, but are usually quiet and reserved. They seldom push themselves into the limelight, preferring instead to work quietly and efficiently without a lot of fanfare. Often they have a dry wit and a keen sense of humor. Give them credit for being: • Patient and Loyal • Team-Person • Relaxed and Deliberate |
| Strengths of Clara and Clark Conscientiousness These people are your team’s diplomats. With a cautious and careful approach to facts and details, they excel at mastering the details that frustrate or annoy others. They prefer a more reserved business atmosphere, and are more likely to have a small number of close friends rather than a large rolodex of contacts. Give them credit for being: • Perfectionist and Accurate • High Standards and Systematic • Courteous and Careful |
| Step Four As you focus on the strengths of those around you, here are some additional quick tips for relating to them. Remember, our challenge is to uncover the strengths that motivate others. By valuing their strengths and adapting to their motivational needs, we can move beyond the Golden Rule of treating others how we would want to be treated to the Platinum Rule where we treat others how they want to be treated. |
| Tips for Relating to Dan and Danielle Dominance • Communicate briefly and to the point • Show independence • Let them initiate |
| Tips for Relating to Inez and Ivan Influence • Be relaxed and sociable • Provide written details • Give public recognition for individual accomplishments |
| Tips for Relating to Sam and Sara Steadiness • Be logical and systematic in your approach • Let them know how things will be done • Give them time to adapt to change |
| Tips for Relating to Clara and Clark Conscientiousness • Give clear expectations & deadlines • Show dependability • Be tactful and reserved |
| Reinventing your job by focusing on the strengths of others is good business. Cultivating these positive perspectives about yourself and others will create momentum for you and your team. As your skills grow, your influence will too. Your job will become more rewarding professionally and personally. We’ll be back next time with more tips on reinventing your job. |
| Thank you for being a loyal Management Solutions Group client. We will continue to provide you valuable learning opportunities as well as monthly announcements. Sincerely, --The Team at Management Solutions Group - Brandon Kerkstra, Linda Schoonerman, Rocky Kimball, & Eula Gaddis |
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