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Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
Asq 111209 John M Cachat People And Process Driven Software For Quality Management
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Asq 111209 John M Cachat People And Process Driven Software For Quality Management

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People and Process Driven Software for Quality Management …

People and Process Driven Software for Quality Management

johncachat@hotmail.com
www.peproso.com

Published in: Technology, Business
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  • Enterprise Software Is Usually Department Focused (ERP, PLM, MES, CRM, SRM, QMS) 80% Of An Organizations Knowledge Is Not Captured In Enterprise Apps Microsoft Messaging – People Ready Business
  • Transcript

    1. People and Process Driven Software for Quality Management Discussion ASQ Elyria Chapter Nov 12, 2009 Presented By John M. Cachat, General Manager Cachat & Associates
    2. Participant Needs and Wants <ul><li>Current QMS computerization efforts </li></ul><ul><li>What is working? </li></ul><ul><li>What is not working? </li></ul><ul><li>Would it be helpful if….. </li></ul>
    3. The Old Software Paradigm Confession of an Software Executive <ul><li>I used to think that it is all about the data and reporting </li></ul><ul><li>I used to think the people just need to deal with it, learn the “app” </li></ul><ul><li>I accepted extensive software training as how it is done (initial & on-going) </li></ul><ul><li>Until a customer challenged this paradigm </li></ul>John M. Cachat Ex Chairman and Founder of IQS, Inc .
    4. The New Software Paradigm Technology Process People
    5. The Challenge - Paradigm Shift <ul><li>How do I engage people that never log into an “software app?” </li></ul><ul><li>Do things through the most well known interface in the world – email? </li></ul><ul><li>Zero based training – I don’t even know that I am using an “app” </li></ul><ul><li>Provide people with a link from email that asks them to do something, they do it, and the “app” does the rest </li></ul>
    6. What is BPM? <ul><li>Designing, Executing And Optimizing Cross-functional Business Activities That Incorporate People, Application Systems And Even Business Partners </li></ul>Forrester Research In contrast to just “workflow management”
    7. BPM – The Role of Technology <ul><li>Cross Functional Processes </li></ul><ul><ul><li>(Human to Human) </li></ul></ul><ul><li>Integration with Business Systems </li></ul><ul><ul><li>(Human to System) </li></ul></ul><ul><li>Software Integration </li></ul><ul><ul><li>( System to System) </li></ul></ul><ul><li>Integration with Business Partners </li></ul><ul><ul><li>(Customer, Suppliers, Internal) </li></ul></ul>
    8.  
    9.  
    10. <ul><li>Ability to quickly build and modify web forms </li></ul><ul><li>Ability to work offline – forms and emails </li></ul><ul><li>“Smart Forms” – different workflows are performed based on what is entered </li></ul><ul><li>Ability to start with simple workflows and improve over time </li></ul>This would be cool…
    11.  
    12. Change Management Example <ul><li>Change Request – should we do this and if yes, then a </li></ul><ul><li>Change Notice – to get everything updated for the change, and then a </li></ul><ul><li>Change Order – go ahead and implement the change. </li></ul><ul><li>Change Verification – did we get what we expected </li></ul>
    13. Manufacturing Example ERP - Planning Systems PLM – Engineering Systems MES – Execution Systems Document Driven Data Driven CRM / SRM Legacy BPM
    14. Delivered through Email (On and Off Line)
    15. Start With Something Easy To Explain That Is Labor Intensive <ul><li>Travel Request </li></ul><ul><li>Vacation Request </li></ul><ul><li>Service Request </li></ul><ul><li>Time Card </li></ul><ul><li>Payroll Changes / Deductions </li></ul><ul><li>Performance Reviews </li></ul><ul><li>Meeting Agenda & Minutes </li></ul><ul><li>Purchase Requisitions </li></ul>You will obtain rapid adoption by every administration person
    16. Copyright ShareVis 2009
    17. Then Look at More Complex Processes <ul><li>Nonconformance Reports </li></ul><ul><li>Corrective Action Requests </li></ul><ul><li>New Product Launch </li></ul><ul><li>Supplier Management </li></ul>
    18. Quality Processes
    19. Product Launch Process <ul><li>Each Process Consists of Workflows and Forms That Can Be Modeled To Reflect The Business Rules </li></ul>Copyright ShareVis 2009 Direct update Update after approval
    20. Supplier Management Process Copyright ShareVis 2009
    21. Improvement Stages STAGE I Quality Control Process Capability Quality Assurance Lean Six Sigma Prevention Prediction Zero Defects STAGE II STAGE III <ul><li>Equal to the Competition </li></ul><ul><li>Advanced Planning for Quality </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Improved Customer Satisfaction </li></ul><ul><li>Outcomes Measurement </li></ul><ul><li>Quality Systems </li></ul><ul><li>Variation Reduction </li></ul><ul><li>Waste Elimination </li></ul><ul><li>Surpassing the Competition </li></ul><ul><li>Competence in Quality </li></ul><ul><li>Customers First </li></ul><ul><li>Defect Elimination </li></ul><ul><li>Employee Empowerment </li></ul><ul><li>High Customer Satisfaction </li></ul><ul><li>Quality Culture </li></ul>Shifting Culture Problem Solving SPC Sustainable Improvement Systems Thinking Copyright © 2007 3P Partners a DL Shumar & Associates Company <ul><li>Chasing the Competition </li></ul><ul><li>“ Fire-Fighting” </li></ul><ul><li>Containment </li></ul><ul><li>Detect and Inspect </li></ul><ul><li>Financially Stressed </li></ul><ul><li>Low Customer Satisfaction </li></ul><ul><li>Safety Issues </li></ul><ul><li>ISO Registration </li></ul>DEGREE OF EFFORT PACE OF CHANGE ISO Registration
    22. Participant Needs and Wants <ul><li>Current QMS computerization efforts </li></ul><ul><li>What is working? </li></ul><ul><li>What is not working? </li></ul><ul><li>Would it be helpful if….. </li></ul>

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