Process Matrix.pdf
0 likes636 views
The document describes steps for developing a process matrix to build a customer-focused quality management system. It involves brainstorming all major processes, trimming the list to around 20 processes, and creating a matrix template. For each process, the matrix identifies the owner, activities, inputs, outputs, customers, documentation, monitoring, and effectiveness criteria. Completing the process matrix provides a roadmap for understanding how processes fit together and are managed to create a customer-focused system with benefits like improved understanding, decision-making, and teamwork. An example process matrix is also provided.
![Process Matrix
3
[NOTE: there may
be multiple
realization
processes,
depending on the
diversity of activities
involved]
Production
Mgr
Producing
product/service
Raw materials Certificates of
Analysis
Product
inspections
Net income
Verifying product Supplies Business review
meetings
Calibrating all
measuring
equipment
electricity,
downtime
Weekly
production
roundup
Providing
feedback
Human resources
Tools &
equipment
Product
specifications
Engineering
drawings
7. Control of
nonconforming
product
Production
Mgr
Identifying
nonconforming
products
Inspection criteria Dispositions Internal audit Complete
adherence to
procedure
Determining
Dispositions
Procedure for
control of
nonconforming
products
Corrective actions Number of Major/
minor NCs
Taking corrective
actions
Cost of Quality
8. Outbound
process
Logistics
Mgr
Packaging Final product Delivered product Internal audit % on-time
delivery
Labeling Delivery dates Damage-free
handling &
storage
Business review
meetings
Net income
Warehousing Packaging
materials
% Recalled /
Returned
Material handling Labels
Scheduling
pickups
Trucking services
Shipping
9. Customer
satisfaction
Director of
Sales
Develop tools for
gauging
perceptions
Field report forms Customer
feedback
Internal audit Revenue growth
Capturing
feedback
Field report
schedules
Trends Business review
meetings
Net income
Analyzing results Prioritized
opportunities
Taking action
10. Business
review
General
Manager
Reviewing
implementation of
business plan
Business plan Preventive
actions
Internal audit Achievement of
business plan
Monitoring
progress on key
measures
Performance data Business plan
revisions
Improvement of
key measures
Analyzing all
other required
inputs
Key measures Strategic
decisions
Net income
Capacity planning
Analysis of
skillset](https://image.slidesharecdn.com/processmatrix-230702061559-973e1b3a/85/Process-Matrix-pdf-3-320.jpg)
Process Matrix.pdf
- 1. Process Matrix 1 BUILDING A CUSTOMER FOCUSED QUALITY MANAGEMENT SYSTEM (QMS) Steps to developing a process matrix: Brainstorm processes with mixed group of reviewers including existing experienced and newcomers. Brainstorm all the major processes that exist within the enterprise. Trim the list - Most organizations have no more than twenty major processes. The more streamlined and concise is the list, the more benefit you’ll get from process orientation Begin the process matrix - List all the processes in left-most column of the matrix, Refer to the example shown Define the process owner(s) - The person or persons who have direct responsibility and authority for the process. Ideally, there would be only one process owner for each process. However, processes often cross departmental boundaries, there could be multiple departmental or functional managers who share responsibilities for a part of the process. You may make one as Primary and other as secondary owners. Identify the primary activities- List the primary activities, set of interrelated activities List the inputs - The inputs might come from other processes inside the organization or from external sources. Defining the inputs allows everyone to understand how the processes relate to one another, especially when the output of one process becomes the input of another. Depending on the nature and criticality of the input, the process owners may decide that the input must be verified prior to use. List the outputs- Output represents the results of the transformation work. An output might take the form of a service, report, component, subassembly, final product, data, decisions, or anything else that’s been produced. Outputs are the most obvious indicators of a process’s effectiveness, and many organizations structure their monitoring activities around outputs. Identify the customer(s) for each process - The most important part of the process matrix. Every process has at least one customer (internal or external) Identify applicable documentation - Most processes will have at least one document that guides their execution. The documentation can take many different forms: standard operating procedures, work instructions, flow diagrams, and process specs. Smart organizations utilize simple visual documentation such as flow diagrams, photographs, and pictures whenever possible. Listing the documentation within the matrix makes it clear to everyone what document applies to each process. It can expose holes in the system and identify where the organization needs to direct its control efforts. Describe monitoring - Every process is monitored in some way, sometimes in multiple ways. The monitoring may be qualitative in nature (such as auditing) or quantitative (such as measuring the number of errors). Monitoring is often applied to process outputs, but it can be applied at any other point in the process as well. Define the criteria for effectiveness - Ask yourself: What does the customer of this process care about? The answer will probably be your criteria for effectiveness. When an organisation abandons functional-based departments and restructures itself around its business processes, each process serving a customer and reacting to its feedback, then: - departmental boundaries and process boundaries don’t coincide - focuses on customer relationship rather than departmental non healthy competitive relationship with each other The completed process matrix becomes the roadmap to the entire management system. It allows personnel to clearly understand how the organization’s processes fit together, and how each process is managed. The matrix will also indicate where the management system is incomplete. ISO 9001 requires to define the sequence and interaction of processes. The process matrix itself can satisfy this requirement. Additioanlly, it is helpful to convert the matrix into a graphic flow diagram and this faciliates immediate understanding at a glance. Benefits of the process matrix: - Customer focused management system. Process matrix provides a logical starting point for implementing any management system. - Clear identification of customers. When all organizational members understand they have a customer and who this customer is, everybody’s work begins to take on added significance. - Broadened perspectives of all personnel. improves understanding of how the activities link and interact with one another. - Process knowledge creates a “big picture” understanding of how the organization works. A complete process matrix is the first step toward process knowledge. - Efficient resources usage, sharing resources need basis. - Smarter decision making. In an organization that understands and manages its processes, decision making is based on what improves the entire organization and its customers. People understand how their outputs become inputs to other processes, and decisions are always made with the broader ramifications in mind. - Less need for supervision. Because personnel understand how activities and processes interrelate, there’s less need for close supervision. - Culture of teamwork. An understanding of processes naturally reinforces teamwork because everyone can clearly see how the organization fits together into an integrated whole. -----------------------------------------------------------------------------------------------------------------------------------------------------------------------
- 2. Process Matrix 2 Below is the example of Process Matrix Process Process Owner(s) Activities Inputs Outputs Method of process monitoring Criteria for effectiveness 1. Business Planning General Manager Risk Analysis Environmental risks Business plan Internal audit Achievement of business plan Strategic planning Market research Key measures Business review meetings Improvement of key measures Customer feedback Communication plan for both Net income Organizational vision Past experience 2. Market research & marketing Director of Sales Explore new product opportunities Market research Pricing Internal audit Revenue growth Set pricing Innovation (R&D inputs) Design inputs Business review meetings Net income Develop marketing Competitive data Marketing media Publish sales literature Industry benchmarking Develop and use tools for capturing customer feedback Provide advice for reacting to feedback 3. Design & Development R&D Manager Understand market needs Design inputs Engineering drawings Internal audit % of revenue from products less than 1 year old Plan design activities Creativity Product specifications Business review meetings Net income Review design progress Past designs Verify & validate designs Communicate design info Maintain design documents 4. Order fulfillment Director of Sales Providing product info Sales literature Customer orders Internal audit % on-time delivery Quoting Pricing schedules Clearly defined requirements Weekly staff meeting Revenue growth Booking & reviewing orders Customer needs Net income Communicating requirements 5. Inbound process Logistics Mgr Select suppliers P.O. requisitions Purchased products Internal audit Average unit cost by commodity Communicate requirements Supplier references Damage-free handling & storage Weekly staff meeting % on-time delivery Place orders Organizational needs Business review meetings Net income Evaluate supplier performance Verifying incoming product Ensuring labeling Warehousing Material handling 6. Product realization Production Mgr Scheduling production Customer orders Final product Internal audit % on-time delivery Performing OJT Delivery dates Inspection data Line checks Average unit cost by product line
- 3. Process Matrix 3 [NOTE: there may be multiple realization processes, depending on the diversity of activities involved] Production Mgr Producing product/service Raw materials Certificates of Analysis Product inspections Net income Verifying product Supplies Business review meetings Calibrating all measuring equipment electricity, downtime Weekly production roundup Providing feedback Human resources Tools & equipment Product specifications Engineering drawings 7. Control of nonconforming product Production Mgr Identifying nonconforming products Inspection criteria Dispositions Internal audit Complete adherence to procedure Determining Dispositions Procedure for control of nonconforming products Corrective actions Number of Major/ minor NCs Taking corrective actions Cost of Quality 8. Outbound process Logistics Mgr Packaging Final product Delivered product Internal audit % on-time delivery Labeling Delivery dates Damage-free handling & storage Business review meetings Net income Warehousing Packaging materials % Recalled / Returned Material handling Labels Scheduling pickups Trucking services Shipping 9. Customer satisfaction Director of Sales Develop tools for gauging perceptions Field report forms Customer feedback Internal audit Revenue growth Capturing feedback Field report schedules Trends Business review meetings Net income Analyzing results Prioritized opportunities Taking action 10. Business review General Manager Reviewing implementation of business plan Business plan Preventive actions Internal audit Achievement of business plan Monitoring progress on key measures Performance data Business plan revisions Improvement of key measures Analyzing all other required inputs Key measures Strategic decisions Net income Capacity planning Analysis of skillset
- 4. Process Matrix 4 11. Human resource process HR Mgr Determining competency requirements Organizational needs Trained personnel Internal audit Employee retention rate Recruiting Business plan Legal compliance Business review meeting Net income HR policies Personnel requisitions Organizational communications Job descriptions Mediating conflict Ensure training Ensure legal compliance 12. Maintenance process Production Mgr Develop PM schedules Manufacturer recommendations Timely repairs Internal audit Hours of downtime per week Perform scheduled maintenance Predictive analysis Preventive maintenance Weekly production roundup Net income React to breakdowns Skilled maintenance personnel Business review meetings Install new equipment Supplies and materials Spare parts 13. Internal auditing QA Manager Scheduling audits Past performance Corrective actions Internal audit Net income Training auditors Process criticality Positive practices Business review meetings Improvement of key measures Performing audits Trained auditors Wide communication of results Reporting results Top management leadership Ensuring corrective action 14. Corrective & preventive action QA Manager Training on problem solving Existing problems Solutions Internal audit Complete adherence to procedure Administering CA/PA database Ideas Improvements Business review meetings Net income Assigning ownership Potential problems Innovations Improvement of key measures Tracking issues to completion Trends Revised procedures Verifying effectiveness Data 15. Compliance management QA Manager Determining legal issues Laws Preventive actions Internal audit $ of workman’s comp expenditures Analyzing safety hazards Regulations Legal compliance Business review meetings Notices of violations Analyzing environmental impacts Risks Complete adherence with emergency response plan Developing actions to minimize hazards and impacts Community concerns Ensuring crisis mgt plan Maintaining regulatory compliance
- 5. Process Matrix 5 16. Document & record control QA Manager Ensuring availability of documents Process needs Procedures Internal audit Complete adherence with procedure Facilitating revision of documents Competency of personnel Policies Disposal of obsolete docs Computer media Timely revisions Maintenance of records Degree of product complexity Retrievable records Legal requirements Available instructions Reference : Becoming a Customer-focused Organization – by Craig Cochran (Author)