Category Archives: QMS

Process Mapping

Every company has their own way of working, and are either implicit or explicit in documented processes. These processes are followed by almost anybody in the company. In order to find efficiencies in processes or during the interaction between them, it is important to map the processes. Make sure every process is included in the exercise.

High Level

It is always good to start mapping the processes at the highest level of processes in the company. Don’t go into much detail of every process, for now just note them down. Some great examples of high-level processes you can think of are, for example, sales, order handling, and project management. Also point out the support process on a high level like HR, IT, quality, compliance, etc. As a guide, you can just answer this simple question:

For every company this can be different, but there are some defined steps someone needs to take in order to become a paying customer. Having a clear overview is key, so create some kind of flowchart to put the process in logical order.

Which process does a person/company following to go from a prospect to a paid customer and what other non-core processes are there in the company?

Dive Right In

When the big picture is clear, it is time to zoom in on the individual processes. Sales can, for example, exist of prospecting and selling and maybe even marketing. It depends on where you draw the line. On the other hand, project management can be just managing the steps to produce the product or maybe also on the side to install/implement it. You draw your own line, but make sure you go one level deeper and check all the steps that are within a high-level process.

The Handover

The points where one process goes into the next are critical points in your company. During the transition from one process to the next, communication is critical. In this part of the processes lots of improvements can be realized by many companies. We will touch upon this point in one of our next posts. For now, it is important to highlight these handover points in your processes to make sure everybody is aware of them.

Audits

A great way to have a feeling if people are working roughly according to the processes is auditing. The different ISO standards forces certified companies to audit their processes, but also for non-certified companies this would be a great practice. There are different kinds of auditing techniques, but the Brown Paper Audit is a great innovative approach. Next week we’ll look more at this technique.

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Workshop Qooling: How to use data as input to improve my business.

Last week we hosted a great workshop by Tessa Lange. She is an expert in continuous improvement and shows the participants how to use data as an input to improve business. Some key take-aways will be pointed out in this post.

Why Collect Data?

Lots of companies collect a ton of data without any valid reasons. Data is often described as the new gold and therefore companies just collect tons of it, sometimes without reason. The downside of this is that somebody needs to create that data. In a company setting, this means that the employees need to key in the data into some sort of system. Creating this data costs time and effort by the employees. Hence, collecting the data without any purpose is a huge waste of valuable time and effort. Also, when people need to fill in a ton of forms and they don’t see the benefits of this, they will either get very frustrated or simply stop filling in the data. With this knowledge, it is even more important to think twice about why you collect certain data. Of course, there can be very good reasons for collecting the data like laws, certain standards or maybe to improve the company. Just think about the reason for every point of data that you are collecting.

How Do I Rate the Data?

When the data is collected, it is important to rate the data and check its reliability and validity.
  • Reliability = If you measured it again, would the outcome be the same?
  • Validity = Do you really measure what you want to measure?
To be on the same page with your employees, it is important set certain norms on what data is right and what data is wrong. Data is often used as a yardstick to measure performance and in order to do this sensibly, you need to know if the data is usable.

Interpreted the Data

Interpreting data isn’t as easy as it may sound. To draw conclusions out of data you need to understand the context. Context can be the unit of the data point or the relation of the data to data in a previous period or even a benchmark you work against. Simply concluding if the company is doing a good or bad job based on the data doesn’t make sense. Make sure you have context. When the context is clear and you are measuring the same data over and over again, you can check for anomalies in the data. Look for spikes or drops in the data, or points that break the pattern.

Start Improvement

When all the data is collected and you start to see trends that aren’t according to the plan, you can dive into these trends to see what goes wrong. When you really start to see a negative trend, you can start an improvement process to try to break the trend. This can be relatively easy, just for example, by talking with suppliers when they make too many mistakes. On the other hand, these plans can be pretty elaborate like complete safety awareness programs. The results of these improvements should be measured on an acceptable timeline. You cannot expect to see safety changes in a couple of weeks. While improvements from a supplier should be seen relatively quickly.

Conclusion

The most important lesson is “context”. Always have a context before you analyze the data. Before you know it, you are improving the wrong processes. Published by:

Choose the Right QHSE Platform for Your Business

When you decide to move your QHSE management system to an online platform, there are quite a number of important points to think about. Implementing such a platform introduces many changes in the company which should be managed properly. However there are several actions you can take beforehand to get a better end result.

Internal Changes Required

Every new platform requires the company to change their way of working. The changes can be small or big, regardless there are changes. To make the transition as smooth as possible, it is crucial to check if the company is ready to change. Talk with people and see if they are open to improving the company’s process. This doesn’t mean you should 100% agree with them, but give them some level of influence, as there are always people who simply reject any new initiative. Involving employees will increase the support for the decision. which will greatly benefit the speed of adoption when the decision has been made to implement the platform.

Way of Working

Every company has certain ways of working that are entrances into the operation. Some are deliberately created, like compliance checks, while others emerged organically. Whether the processes are manual or completely automated, processes will follow each other. A new system will have an impact on the process flow within the company. However, during selection of the platform, make sure there are enough customization options to keep parts of the process as they are right now. A significant number of solutions force companies to work according to a certain way, which seems great until it doesn’t. Processes might need to be changed or improved when the platform doesn’t allow for these changes, so you will end up with lots of resistance from the employees.

User Friendliness

Ease of use is a key component in the adaption of the platform. Of course the platform should be feature-rich, but mainly focused on the key users. The regular user only gets confused when there are a lot of bells and whistles he or she can click on and play with. Elaborate access management should be implemented to give you some great options to tailor the platform based on the roles of the employees.

Real Value

The value created by the platform is an important factor. The value can be quantified by means of a business case to calculate some ROI on the investment. However, the new platform will also give the company possibilities it didn’t have in the past. Calculating the ROI on these options is next to impossible. The real value will always be a combination of the real ROI and the new possibilities for the company.

 

Keep in mind! Pick a platform that increases the change of adaptation by the company when you really want to generate more data in order to improve the processes.

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