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Process Discrepancy
Reporting
Steve Nelson
Process Discrepancy Reporting
• Introduction• Background• The Challenge of Process Improvement• Solutions• The PCR Process• Closing
BACKGROUND
Background
• The Process Improvement ‘buzz’– Level ‘X’ Assessment– ISO Certification
• Main efforts in:– Definition– Organization– Distribution and Institutionalization
Process Improvement
Challenge
Process Improvement Challenge
• Organizational Performance Management (OPM)
proactively manage the organization’s performance to meet its business objectives
– SP 1.3 Analyze Process Performance Data– SP 2.4 Select and Implement Improvements for
Deployment– SP 3.3 Evaluate Improvement Effects
So, do we just wait until Level 5 to
implement Process Improvement?
Is there a Solution?
The ‘Classic’ Solution
• It’s an Ad Hoc process:– An individual identifies a problem or a
process improvement– The process POC is advised– POC accumulates problems/improvements
sufficient enough to ‘justify’ a new version– POC installs fixes/improvements to
process and ‘releases’ new process definition
‘Classic’ Solution Weak Points
• Individual must ‘find’ process POC• POC is a ‘single point of failure’• Undetermined response time• Slow and unresponsive POC’s
discourage your best sources for improvements
A New Solution
New Use ofDiscrepancy Reporting
• Discrepancy reporting systems– Various names – DRs, TFRs, etc.– Applications are in-house or COTS– Facilitate capturing, cataloging, & resolving
• New implementation – – Process Change Request (PCR) System
PCR Process• Individual identifies problem or process
improvement• Individual enters the problem/
improvement into PCR System• PCR Review Board
– Analyzes merits– Makes assignments– Insures resolution and response
PCR Advantages• Process problems/improvements are not
‘lost’
• Organized collection and resolution of process improvement ideas
• Historical record of process improvement
• Involvement of all stakeholders
• Ability to analyze process impacts across disciplines
PCR Advantages (continued)
• Release of process or document updates can become almost instantaneous
• Identification and documentation of document revisions is simplified
• Improved capability to identify new processes
• Offers feedback and positive reinforcement to you best source of process improvement
PCR Implementation• Details are proprietary
• System was designed, with requirements
• Uses a commercial database tool
• GUI interface
• On-line access
• Query capability
• E-mail notifications
PCR Review Board• Initial assessment for validity, format, and
completeness
• PCR assignments to individuals
• Assessment of PCR resolutions
• Authority to implement changes
• Transdiscipline membership and authority
• System Administrator interface
Lessons Learned
Lessons Learned• Invite author to first and last meetings
that address their PCR
• Differentiate between Implemented and Closed
• 1-hour meetings for Board
• 1-2 hours for Administrator per meeting
• System institutes ‘put-up-or-shut-up’
Results To-Date• More than 100 requests/ideas processed
• 4 new processes identified
• Reduction in review time for new document revisions
• Documents on-line are now ‘living’
• Process improvement to Process Improvement
One Last Lesson Learned
Implement at a facility or
corporate level
Questions?