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The presenter reserves all the rights for this document. The document can be shared for personal use or review only within the ASQ Section 0408 community to increase the level of awareness about latest business integrated quality management system requirements in aviation industry and all other industries or services in general. The document use or review for other reasons or by other parties than specified herein, will require the presenter pre-approval before such action.
PRESENTATION CONTENT
Business Universe Process Approach Business Management System Business Performance Auditing Highlights Performance vs Conformance
Conclusions
BUSINESS UNIVERSE
STAKEHOLDERS
CUSTOMER
ORGANIZATION
CUSTOMER
BUSINESS UNIVERSE
COMPLIANCE STANDARDS
ISO 9001:2008 QMS standard AS9100 Rev C QMS standard ISO 9000:2005 - QMS Fundamentals & Vocabulary
ORGANIZATION
Customer
Satisfaction
Requirements
Product
INPUT
LEGEND: Value Added Activities Information flow
OUTPUT
CUSTOMER REQUIREMENTS and ORGANIZATION POLICIES are considered (INPUTS) when ESTABLISHING NECESSARY PROCESSES and OBJECTIVES
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PROCESS DEFINITIONS
Process Set of interrelated and interactive activities which transforms inputs into outputs. The outputs serve as inputs for other processes until a known END RESULTS or GOAL is reached. Processes create VALUE ADDED. Processes are planned and carried out under controlled conditions. Their execution requires resources. Procedures Definition: it may not be written.
Established, Documented, Implemented, Maintained.
PROCESS MAPPING
PROCESS REQUIREMENTS
Note: The turtle diagram above may not necessarily contain all the sections of the AS9100C standard. It has been developed for demonstration of the tool against one of the product realization processes.
PROCESS TYPES
Key / Core Processes: Input comes from Outside the Organization Also called Operational Examples: Product realization processes Supporting Processes: Input comes from Inside the Organization Contributes to Key Process performance Also called Management, Infrastructural Examples: HR, Internal audits, Corrective Actions,
Preventive Actions, Risk Management, Finance
BUSINESS PERFORMANCE
BUSINESS OBJECTIVES
Effectiveness - Customer Satisfaction, Planned results achieved:
On Quality On Time Enhance Customer satisfaction
RISK MANAGEMENT
Risk - An undesirable situation or circumstance that has both a likelihood of occurring and a potentially negative consequence.
BUSINESS PERFORMANCE
A Question of Focus
Bureaucratic approach
What procedures do we need to write to meet the requirements of standard?
Value-added approach
How can we use the Management System to improve our business?
A Question of Focus
Bureaucratic approach
I have to do this because its a requirement of of the standard
Value-added approach
I want do this because it makes good sense to me, and it will help me to improve my business
Value-Added is NOT
..
making the audit more difficult By adding on additional requirements making the audit too easy So nobody believes in the results
Value-Added is NOT
..
Telling them what others do This breaches confidentiality Consulting This is not allowed
Audit Technique
Focus more on the process, and less on procedures the driving force should be the process performance not just availability of procedures Focus more on results, and less on records. some records may be necessary in order for the organization to provide objective evidence that its processes are effective (generating the planned results) value-add auditor should be aware of and allow for other forms of evidence.
CONCLUSIONS
CONCLUSIONS
Quality Management System (QMS) Renewed focus: PROCESS PERFORMANCE Quality Management is Business Management and should follow the same structured approach Quality Management System key features:
Process Approach and Performance Value added to Business Fully integrated within Business Management System
Auditing focus:
Beyond Conformance, primarily on Performance Value added, helping the organization to Perform, achieve business objectives, continually improve
MANY THANKS!
QUESTIONS?