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Implementing a Business Management System compliant to ISO 9001:2000
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What ISO 9001:2000 implies….Business Management System (Production and HR, Acctg, Engr, Operations, IT, etc)Key Driver is Customer SatisfactionBusiness System must:
Know and Meet Customer NeedsFollow Controlled ProcessesMonitor Process PerformancePerform Preventive and Corrective
ActionsDemonstrate Continual Improvement
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Eight Management PrinciplesCustomer FocusLeadershipAssociate InvolvementProcess Definition and DocumentationSystem Approach to ManagementContinual ImprovementFactual Approach to Decision MakingMutually Beneficial Supplier Relationships
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Customer FocusWhat
Understand customer requirementsMeet or exceed customer expectations
WhyIncreased revenues and market share Quick response to opportunitiesMore effective use of resourcesIncreased customer satisfactionImproved customer loyalty & repeat business
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LeadershipWhat
Establish unity of purpose and directionMaintain an internal environment that promotes full involvement of everyone to meet objectives
WhyPeople understand and are motivatedActivities are implemented and evaluated in a unified wayMiscommunication is minimized
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Associate InvolvementWhat
People are the essence of an organizationFull involvement enables abilities to be best used for the organization’s benefit
WhyMotivated, committed and involved peopleInnovation and creativity are stimulatedPeople are accountable for their own performancePeople contribute to continual improvement
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Process Definition and Documentation
WhatDesired results are achieved more efficiently when activities and resources are managed as a process
WhyLower costs and shorter cycle timesMore effective use of resourcesImproved, consistent and predictable resultsFocused improvement opportunities
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System Approach to ManagementWhat
Identify, understand and manage interrelated processes as a system to improve effectiveness and efficiency
WhyFocuses efforts on key processesProvides confidence to interested parties in the consistency, effectiveness and efficiency of the organization
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Continual ImprovementWhat
Continual improvement of overall performance should be a permanent organizational objective
WhyPerformance advantage through improved capabilitiesAlignment of improvement activities at all levelsFlexibility to react quickly to opportunities
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Factual Approach to Decision MakingWhat
Effective decisions are based on the analysis of data and information
WhyPermits informed decisionsIncreases the ability to demonstrate effectiveness of past decisions through factual recordsIncreases the ability to review, challenge and change opinions and decisions
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Mutually Beneficial Supplier RelationshipsWhat
An organization and its suppliers are interdependentA mutually beneficial relationship helps both to create value
WhyIncreased ability of both to create valueFlexibility and speed of joint response to changeOptimization of costs and resources
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Selection of ISO Site RepresentativeComplete support of site management teamReceive ISO specific trainingAccountable for building ISO required documentationCoordinate planning sessionsCoordinate training sessionsCoordinate management reviews
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Sample Business Policy Statement
Our company is committed to enhancing value to shareholders through
Customer Satisfaction Compliance with Applicable Laws,
Regulations and Requirements Pollution Prevention Safe Work Environment Involving our Associates in Continual
Improvement of our Business Management System
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MethodologyIdentify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department ObjectivesWrite Procedures and Instructions to Support ProcessesImplement and Train on ProceduresPerform Internal AuditsConduct Ongoing Management Reviews to Evaluate Performance to ObjectivesISO Registrar Outside Audit/Certification ReviewOngoing Audit, Review and Continual Improvement
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Methodology
Identify and Flowchart Key Business Processes
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s
Process Orders
Manage Customer Accounts
Manage Physical
Resources
Manage Personnel Resources
Manage Financial
Resources
Manage Information
System Review & Improvement
Management & Support Processes
Cus
tom
ers
Customer Management
Custom
ers
Infrastructure Management: Chemicals/Solutions Processing
Infrastructure Maintenance Health/Safety
Environmental Management Security
IT Operations
Human Resource Management
Financial Management Document/Data Management
Business System Management
Sales/Marketing
Business System Overview
Customer Feedback
Purchase Materials Handle/Store Customer Product
Pack & Ship Prints
Order Management Production Management
Shipping Management
Purchasing/Supplier Management
Raw Materials Management Vault Management
Core Business Processes
Customer Approval
Invoice Customer Billing Management
Production
Handle/Store Raw Materials
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KEY PROCESS: VAULT MANAGEMENT
Applicable Procedures Daily Negative Pickup & ID Receiving into Vault Shipping from Vault Transferring an Element to History Making Cans for New Negative Runaway
Measures of Effectiveness
CUSTOMERPRODUCT RECEIPT
VAULT CHECK-OUT/ISSUE TO
PRODUCTION
Note:Customer product is issued by roll # and checked out onlog to negative cutting/assembly.
PRODUCTIONELEMENT STORAGE
VAULT CHECK-IN
PRODUCT STORAGE
REQUEST FORELEMENTS FROM
VAULT
Note:Customer product, including daily negative and soundtrack ischecked in at the vault.
Note:All film elements that come into shipping from the customermust be checked in through the vault.
ORIGINAL CUTNEGATIVEINTERPOSITIVE INTERNEGATIVE/
SOUNDTRACK
PRODUCTIONELEMENTS TO VAULT
AFTER PRODUCTION IS COMPLETE
Note:Customer product is stored in the vault by assigned location.
Note: Original cut negative is returned after printing Internegative, Interpositive and soundtrack are returned
after release is complete
Note:IP is stored in a separate vault for protection. All productionelements are stored in a vault and are re-issued to Productionas needed for additional printing activity. Elements (includingleft-over negative) may be returned to the customer.
Note:Elements are requested from the vault as required forproduction activity.
Responsibilities Process Notes
Vault Personnel
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KEY PROCESS: SHIPPING MANAGEMENT
Measures of Effectiveness Packing Accuracy
Applicable Procedures Film Shipping Instructions Dailies Shipping Other Misc. Shipping Box Creation Instructions Outside Processing
RECEIPT OFSHIPPABLEPRODUCT
SHIPMENT LABELINGNote:Boxes are labeled as appropriate.
SHIPPING/PICK UP Note:Records are maintained of shipments.
PRODUCT STAGING& REVIEW
PRODUCT PACKING
SHIPPER CREATION
Note:Review for available information, including packinginstructions.
Note:Product is packed per customer instructions, if available.DA
ILIES
Note:Shipping paperwork is created per order instructions.
Note:Shippable product may include film reels, dailies or otherproduction items.
BOX CREATIONNote:Boxes are created for packing byLaborers.
Responsibilities Process Notes
Shipping & Receiving
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KEY PROCESS: CHEMICALS/SOLUTION PROCESSING
Applicable Procedures Mixing Guidelines Solution Analysis Solution Replenishment Dropping Solution Pre-Bath Service (Negative) Nitric Acid Cleaning Sulfamic Acid Cleaning Chlorination Positive/Negative Start-Up Positive/Negative Shutdown Neutralizing System Monitoring
Measures of Effectiveness Chemical Cost per Foot of Film Key Chemicals Cost per Foot
Responsibilities Process Notes
DEMAND FORSOLUTIONS
REQUIREMENTSIDENTIFICATION
SOLUTIONS MIXING
SOLUTIONANALYSIS
SOLUTIONREPLENISHMENT
SYSTEM CONTROLNote:Tank levels, temperatures and flow are monitored, andadjustments are made as necessary.
Note:Input may be received from Technical Control Analytical Lab Production
SOLUTION OK
N
Y
Solutions
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MethodologyIdentify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department Objectives (including personal objectives)
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Methodology
Identify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department ObjectivesWrite Procedures and Instructions to Support Processes
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Printed copies of this document may be used for reference only; master copies are on the server. Print date: 3/12/03
RECEIVE ELEMENTSFROM SHIPPING
PROCEDUREACTIVITIES/RESPONSIBILITIES
NOTES/INSTRUCTIONS
DELIVER TODESIGNATED DEPT.
RUNAWAY DELIVERSELEMENT (S)
COMPLETERECEIVING FORM
RETURNINGELEMENT (S)
SEND TO NEGATIVEASSEMBLY
SEND TO VAULTCONTROL DEPT
FILL OUT IADD
FILE ORIGINALDOCUMENT
N
Y
NOTE:Vault Clerk picks up and deliversrunaways to their designateddestination.Runaways are checked every 30minutes.
NOTE:4 out of 6 copies are used when completing thisform, extras are discarded One copy stays with the element (s) One goes on Vault Controls weekly files2 copies go to Main Vault Storage-after one month one copy can be discarded
NOTE:Filed in Vault Control along with anysigned documents.
NOTE:Elements delivered to NegativeAssembly Printing or Vault Dept. ( for re-vaulting) are pending instructions uponreceived notice.
Vault – Receiving Into Vault Doc. #: P08-002
Page 1 of 1
Rev: Draft 1 Date: 12/20/02
Process Owner: Bob Schulte Approved by: Kevin Buchanan
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Silver Cell Maintenance Checklist
Doc.#
Page 1 of 1
Rev: Draft Date: 2/1/03 Process Owner: Approved by:
Area: Silver Room Plant 20
Description
Full service & Silver removal
Purpose
To maintain the silver cell & removal of silver from drum
Responsible Frequency Schedule Run/Not Run
Plant Maintenance / Solution Bi- Weekly Yes =- Blanket Work Order Run / Not Run # Steps Completed
1 Solution – Drain silver cell
2 Plant Maintenance – Remove belt – check gear box – check motor
3 Solution: Remove silver drum
4 Plant Maintenance – Check carbons to see if broken or cracked (replace if broken)
5 Plant Maintenance – Check nuts and bolts for rust ( replace if rusted)
6 Plant Maintenance – Clean flowrator
7 Plant Maintenance – Check electrical connection (any question call electrical)
8 Plant Maintenance – Clean outside of silver cell – sides & top
9 Plant Maintenance – Check drains
10 Solutions – Install drum that the silver has been removed
11 Plant Maintenance – Grease bearings
12 Plant Maintenance – Install belt
13 Solution – Fill and start –up silver cell
14 Date:
15 Personnel:
16 Use the number box to check off
Expected Result
Distribution
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Methodology
Identify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department Objectives Write Procedures and Instructions to Support ProcessesImplement and Train on Procedures
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TrainingDevelop job competencies and training requirements for each positionValidate level of competency for each associateIntroduce and validate each procedure and work instruction to associates
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MethodologyIdentify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department Objectives Write Procedures and Instructions to Support ProcessesImplement and Train on ProceduresPerform Internal Audits
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Internal AuditingSelect group of associates will: Receive internal ISO auditing trainingAudit outside their home departmentAudit up to two days each per monthValidate documented procedures against practiceGenerate nonconformances for management follow-up
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MethodologyIdentify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department Objectives Write Procedures and Instructions to Support ProcessesImplement and Train on ProceduresPerform Internal AuditsConduct Ongoing Management Reviews to Evaluate Performance to Objectives
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Management ReviewsManagement Team periodically reviews:Audit resultsCustomer feedbackProduct conformity dataKey Process Indicators (KPIs)Suggestions and recommendationsAnalysis of failuresPreventive/corrective actions
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MethodologyIdentify and Flowchart Key Business ProcessesSet Strategic Objectives and Supporting Department Objectives Write Procedures and Instructions to Support ProcessesImplement and Train on ProceduresPerform Internal AuditsConduct Ongoing Management Reviews to Evaluate Performance to ObjectivesISO Registrar Outside Audit/Certification ReviewOngoing Audit, Review and Continual Improvement
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Site Management Team ActionAssignment of fulltime dedicated ISO Management Representative with complete support of site managersDevelop objectives supporting the business policy statement and company strategic goalsCommunicate policy and objectives down through the organization
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Business Management System
ISO 9001:2000/ISO 14001:1996
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Revision 3, 1/8/2003
The purpose of this manual is to provide an overview of the Technicolor Entertainment Services Business Management System. The policies, objectives and processes described herein are supported by additional documentation where appropriate. The Business Management System applies to all activities related to the production of motion picture film products at the North Hollywood film processing facility. This includes supporting functions such as environmental, health and safety management. The Business Management System includes all requirements of ISO 9001:2000 except: Clause 7.3, Design and Development: Technicolor Entertainment Services is not responsible for the design and development of the product Clause 7.5.2, Validation of Processes for Production and Service Provision: There are no processes at Technicolor Entertainment Services that cannot be verified by subsequent monitoring or measurement.
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Technicolor Entertainment Services Technicolor is a Thomson Inc. (NYSE:TMS) business within Digital Media Solutions, a Thomson division focused on giving content providers, broadcasters, network operators, and advertisers the digital building blocks required to deploy electronic entertainment services. Technicolor is the world’s leading provider and distributor of motion picture film prints, DVDs, CDs and Videocassettes. On an annualized basis, the company processes more than three billion feet of motion picture film and has the capacity to produce approximately 250 million DVDs, 500 million CDs and 800 million videocassettes. Technicolor Entertainment Services at the North Hollywood location is a result of restructuring its Hollywood-based film operations by relocating CFI to North Hollywood. CFI retains its management and operations, and will focuses on front-end film services, trailer release, film preservation, and large format production operations for studios and the independent film community. All of CFI film services will be transitioned to the new location by early 2003. This new alignment of Technicolor’s film laboratory assets in Los Angeles will drive new overall production efficiencies and higher levels of customer service. With the recent opening of Technicolor’s new release print facility in Mirabel (Canada) in January 2002, Technicolor now boasts the largest print capacity in North America. With a long history of innovation and service to Hollywood and the entertainment industry, Technicolor and CFI will continue to each provide the services their customers have come to expect. CFI’s newly renovated North Hollywood facility will house all film operations and will serve as a front-end laboratory while continuing to manufacture release print work in support of its cus-tomers. The renovations will include new screening rooms, a new dedicated customer service unit and convenient remote depots and drop-off locations for customers in Hollywood and elsewhere.
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Business Policy Statement
Establishing Business Objectives Measurable objectives are established at relevant levels of the organization to sup-port the business policy.
Technicolor is committed to Customer Satisfaction Compliance with Applicable Laws, Regu-
lations and Requirements Pollution Prevention Safe Work Environment In order to enhance value to shareholders. We achieve this through employee involvement and continual improvement.
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Business Management Principles
1. Customer and Stakeholder Focus – Our main consideration is our customers’ and stakeholders’ current and future needs. Techni-color’s Business Management System is
designed to allow us to comply with their requirements and enhance their satisfaction. 2. Leadership – The Technicolor Management Team provides the
direction and resources for the organization and encourages the involvement of all employees.
3. Involvement of People – Our employees are our essence, and their abilities provide a vital contribution to the achievement of our objectives.
4. System Approach to Management – Defining, understanding and managing interrelated processes as a system contributes to our effectiveness and efficiency in meeting objectives.
5. Factual Approach to Decision Making – Data from our processes is collected and analyzed to allow us to make effective decisions. 6. Mutually Beneficial Supplier Relationships – Both Technicolor and our suppliers create value by developing mutually beneficial, interdependent relationships. 7. Continual Improvement – It is a permanent objective to continually improve the effectiveness of our Business Management System.
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Pro
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Man
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Man
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Man
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Man
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Sys
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Rev
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Customers
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Key Business Processes
The Key Business Processes are defined in the documents ref-erenced above; supporting procedures are referenced within. Process inputs, outputs, responsibilities and cr iteria for effectiveness are defined in these Process Maps.
Document Name Document ID
Customer Management Order Management
Pre-Production Management
Production Management
Preservation Management
Shipping Management
Billing Management
Purchasing/Supplier Management
Raw Materials Management
Vault Management
Infrastructure Management: Chemicals/Solution Processing Infrastructure Maintenance Health and Safety Environmental Management Security IT Operations
Human Resource Management
Financial Management
Document/Data Management
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The Business Management System is ISO 9001:2000 compliant when we…
Document what we already doEnsure we are in accordance with established proceduresProve we operate to our own documented systemContinually improve