meronova
Process management
Your company's business processes
Do you know your business process?
How is this modeled?
Is your company’s process landscape confusing, chaotic or non-existent?
Has the process been qualified and evaluated? For example, "ASPICE" in the automotive industry.
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My contribution:
Development and documentation of your quality objectives
Presentation of quality management with a focus on the purpose and benefits to create a strong quality awareness among your employees.
Process model
Process and quality management work closely together. Without a business process, it is difficult, if not impossible, for a company to achieve its strategic goals.
A process is always described by an abstract model that generates the desired output from an input using roles, resources, methods and key figures.
The input/output can be a physical or intangible resource.
The roles are the people who are involved in the process according to the RASI method (Responsible, Accountable, Supported, Informed).
The resources include tools, buildings, machinery or infrastructure.
The methods describe the detailed process implementation with clear rules.
The key figures provide information about the process quality and are used for measurement and control.
Process interfaces
It is essential to know, understand and describe all sub-processes within the company.
The figure shows the connections and dependencies between the subprocesses. There are not only 1:1 relationships, but also 1:n, n:1, or n:m relationships between output and input.
Example: Subprocess P2 requires two outputs from P0 and P1 to generate the input for P3, P4 and P5.
A particularly important aspect in the process landscape and modeling is the interface description in order to clearly document the connections between the sub-processes.
