Lecture Note
The Process Approach at The Heart of Quality
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University:
Liberty University -
Course:
BUSI 101 | Introduction to Business Academic year:
2024
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Views:
191
Pages:
15
Author:
Patel R.
T he process approach at the heart of quality
I-The process approach: a modeling tool
ore and more companies are adopting a process-based organization
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to be more responsive to the market and evolving customer needs.
These companies use a modeling tool that facilitates management and
s teering called: Process approach.
A-Definition of a process
ccording to the ISO 9000:2005 standard, a process is “a set of
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correlated or interactive activities that transform input elements into
output elements (results)” by providing added value.
In other words, a process is a sequence of activities, carried out using
means (personnel, equipment/materials, information) and whose
expected final result is a product. An organism will therefore be a set of
processes.
B- Definition of the process approach
he process approach can be defined as an organization's use of a
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process system to manage its activities. It is based on the methodical
identification of the processes used within the organization and their
interactions, as well as their management. According to this approach,
we must no longer consider an organization as a disjointed set of
activities but as a set of losely correlated processes. We will instead have to worry about
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controlling these relationships between processes because this is
where the solution to many problems lies.
he process approach is a method which aims to break down
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activities step by step to study their functioning and their interactions
in order to improve the organization of the company. This involves
deploying all means and different resources (human, informational,
material, etc.) to convert process input elements into output elements
s o that the result provides added value.
he process approach can be described as a transversal approach
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which does not take place within the framework of a single
responsibility center but which crosses several responsibility centers.
In this sense, the process approach presents an essential advantage,
that of favoring more than any other approachCommunication
between the different stakeholders. This results in everyone, within the
framework of their activity, having a better understanding of upstream
constraints and downstream needs.
C-Importance of the process approach
It should be noted that it is the ISO 9001 standard, followed by many
companies, which imposes this notion of process approach
he process approach offers a new vision of the organization,
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transversal and no longer functional, by decompartmentalizing
s ervices and y describing the organism by process. In fact, we no longer
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think about department, service but process. In this sense, the
process approach allows:
- t o have a reflection on the major key activities of the company
s ince it is a desire to decompartmentalize the company, and to
make the different professions work together, in synergy.
- it pushes for accountability of everyone who is no longer
onsidered a pawn in a team but rather a contributor to the
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process
- to have a permanent search for greater efficiency through the
s implicity and strength of processes. Indeed, the result is more
easily achieved (quality, cost, deadline) when resources and
activities are managed as a process.
- to meet the needs and expectations of customers, by placing
them at the heart of the company's operations.
- to develop the intimate customer-supplier relationship, and allows fluid
anagement of interfaces between services but also between
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processes
- t o optimize the achievement of results through the choice of
key processes, which, aligned with the strategy and shared by
all, promote the concentration of energies towards achieving
common objectives.
D-The stages of the process approach
ccording to the ISO 9001 version 2000 standard, the process
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approach is based on a methodology in 4 key steps:
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Identify and describe the processes, And this :
) By identifying customers and their expectations as well as the
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orientations of the organization, by also identifying the products and
associated requirements as well as the activities of the organization,
and finally by defining a policy and deploying objectives.
) By identifying correlations between activities that
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contribute to a common objective. In this step, it is appropriate to map the processes (which we will
develop later) and describe each process by identifying the main
functional links of the processes and the overall functioning of the
company.
s part of this identification, the use of Crosby's Turtle makes it
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possible to describe a process, or at least to respond to the first uestions. The name “Turtle is no coincidence since this model comes
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in the form of a turtle
For this, it is necessary:
- t o identify the processes (establish a list, a “mapping>)
- to establish the sequence of processes (Where do they
s tart? Where do they stop?
- t o determine the interaction between the identified
processes (who transmits what to whom, when and
h ow?)
- to manage processes (determine drivers, objectives, areas for
improvement, etc.)
In this sense, CROSBY's Turtle is a technique used to obtain a
s ynthetic description of processes, by listing the important elements
that compose them. For each process output data, it makes it possible
to determine which components could prevent the process from
generating added value.
he advantage of applying this model is to have a clear and logically
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s tructured representation with a global view of the elements that
influence the processes.
ach process is a supplier to the next process. The performance of
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each person in terms of quality and deadlines will have
repercussions on the delivery of the next process and therefore on the
product/service in the end.
It is therefore necessary to identify for each process the elements
n ecessary for its successful completion, namely:
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he input and output elements for each process
- Skills, means, methods and documentation
- The process flow.
2 -M easure and analyze processes by setting up indicators
It is necessary to measure the performance of processes (their ability to
achieve their objectives) in order to improve them. To do this, the
company must determine key performance indicators to know if the
processes meet the needs of the company and lead to the achievement
of strategic objectives
. Improve processes: this improvement is done through the setting of
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priorities and the identification of improvement actions while basing
itself on the PDCA cycle.
- Evaluate and consolidate the system ofprocess: this evaluation
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is done in order to achieve the performance objectives set by the
company.
II- M apping of company processes
he first step for a company seeking to organize itself by process to
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better serve its customers, as mentioned above, is to identify and list
the key processes of its company.
A- Usefulness of process mapping
fter identifying the company's processes, we can map the company's
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processes. We first clarify what process mapping is.
1 - Definition of process mapping
It is, as its name suggests, a graphic representation which highlights t he functioning of the company through its flows, much more than
through its organization. In in a way, it is the best synthesis, the best photograph of its
functioning.
Indeed, process mapping makes it possible to visualize all of the identified
processes and to understand the customer's journey within the company. It is
indeed a decision support tool at the service of management, so that it can
design and position the company's processes.
Indeed, process mapping allows
-to share a global vision of the company,
- t o have a decompartmentalized vision of the company (we
n o longer think hierarchically),
- to put the customer at the heart of the company and to have the general
desire to progress (we start from customer needs, we end up with their
s atisfaction with a permanent search for improvement),
-to highlight the company's key processes 2 -
-to highlight waste,
- t o streamline work processes and optimize their understanding by
everyone.
- It also helps to understand the important characteristics of a process,
which helps produce useful data for use in problem solving.
o organize itself on the basis of a process approach, the company must
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identify the processes that make it up. Then, it should link these subsystems
in a logic of transmitting customer expectations and requirements. To do this,
process mapping is a step in this approach which makes it possible to
represent the passage of the customer's voice through all the company's
processes.
o construct the process map, it is first necessary to describe the entire
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company as a macro-process. Macro-processes are sequences of processes
which go from the Customer to the Customer from listening and initial contacts
to delivery, invoicing and perception of their level of satisfaction. They
constitute the very foundations of the company.
rocess mapping is an effective communication tool both internally and
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externally, it allows you to present to customers and interested parties the
functioning of a company other than through an organization chart:
internally, like any graphic tool , it facilitates debate and exchanges between
s takeholders and allows a better understanding of the place and contribution
of each to ultimately satisfy the customer.
Typology of processes
There are several types of processes:
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anagement processes, also called steering and direction processes:
they mainly make it possible to lead and guide the organization to
improve its capacity to evolve positively, to check whether the
decisions taken are consistent with the objectives pursued, to
anticipate on the environment (for example: define the strategy,
manage activities, manage continuous improvement).
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he production processes, also called operational processes: they
contribute directly to the production of the product from the detection
of the customer's need to its satisfaction; they bring together activities linked to product life cycle (for example: developing a product for a
company, selling a product, etc.)
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upport processes, also called support processes: they contribute to the
proper functioning of other processes by providing them with the
n ecessary resources (for example, for an industrial company, the
following processes: administering personnel, providing training,
managing the management system). 'information. III- The Quality Management System (SMO)
fter an in-depth study of its processes, the company moves to the stage
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of adapting the customer-oriented quality management system (QMS)
according to the requirements of the standard followed by the company.
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Definition and interest of the quality management system
he quality management system (SMO) is based on the process approach
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and customer orientation in order to effectively implement the principle of
continuous improvement
hequalitymanagements ystemcanbedefinedasthes etofactivities
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by which the organization defines, implements and reviews its quality
policy and objectives in accordance with its strategy
n (SMO) is the set of actions implemented by a company which
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wishes to have a quality or continuous improvement approach with the
aim of increasing the quality of its production and its organization.
anagement responsibility must be explicitly formulated when establishing
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the quality system. Indeed, from the start it must therefore communicate its
attachment to quality, management and the culture of quality in the company
and act as a model. However, the danger that may exist is that a quality
s ystem, once established and certified, is only put in writing and not lived by
the company and by the employees after the certification phase.
ccording to the ISO 9001 standard, the QMS must operate in the
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following way:
- It shows the key role played by customers in the operation of a
quality management system.
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ustomer requirements constitute input to the system and
product realization. - C
ustomer satisfaction is the aim of the system which is directly
linked to the production of products.
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inally, system improvements are closely dependent
on the measurements made by the company. 2 -Advantages of the Quality Management System
he Quality Management System has certain advantages which
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can be articulated as follows:
- improving the overall performance of the organization, in
particular strengthening its positioning in its sector,
- improving practices;
- t he involvement of staff through new responsibilities and
commitment to the management system;
- u nderstanding the business through the identification and description
of processes;
- reducing the costs of non-quality (complaints,
penalties, returns, customer dissatisfaction, etc.);
- development developing a corporate culture with staff;
- taking into account the company's opportunities
quality system can reduce several risks sustainably. Indeed, non-quality
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is expensive. Since they are not quantifiable, costs are often
u nderestimated. Non-quality results in costs in the form of improvement
measures, rework, delays or scrapping. Complaints, warranty services,
product liability claims and recalls cause additional costs and damage to
the brand image. It is precisely these risks that a quality system can
reduce. IV - Quality documentation at the center of the Quality Management
System
he QMS must include documented information required by ISO 9001.
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Quality documentation is the main foundation of a quality management
s ystem. In addition to the eight principles of quality management, four
fundamental rules apply:
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escribe what needs to be done;
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do what we wrote:
v erify what has been described has been implemented;
keep records.
urthermore, the objective of this documentation is not to do paperwork,
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but on the contrary, to formalize what is necessary to be formalized, for
increased performance.
This documentation includes:
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he quality manual:It is the most concise and global document of a
quality documentary system. Most often written by the quality manager,
it generally describes everything the company does to guarantee the
quality of its products and services and satisfy customers. In other
words, it describes the company's policy (missions and organization of
the service) in terms of quality management and the structure of the
s ystem. In general, it defines all of the processes that the company
commits to vis-à-vis its customers, within the framework of ISO 9001
certification.
It is a communication tool, even training, because it constitutes a
s ynthetic presentation, an “image”, a “photograph of the company’s
quality system. It allows external and internal communication.
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rocedures: these are documents which describe processes and,
they formalize a set of rules and actions to obtain a efined result. They precisely define who does what, how, where and
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why.
- W ork instructions: here we find the operating procedures and other
work documents (instructions, etc.) which codify in detail the
operations to be carried out
- Records: their function is to prove to auditors, customers, etc.) the
implementation of the quality system, and the results of operations
and to ensure their traceability.
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