Last week, we established how important process maps are in developing policies and procedures.  In the course of this series, we will present seven types of process maps. This week we will discuss three types: High-Level, Low-Level, and Cross Functional or “Swim Lanes” Maps. (more…)

You have probably heard of the term “Process Map” or a process flow chart (the terms process map and process flow chart are used interchangeably) to describe a process. But what exactly is a process map anyway? Are there different types of process maps? Are all process maps created equal? We’ll try to answer some of these questions by taking a look at seven different types of process maps and how they are used to describe a process. After all, the foundation of all businesses is a common set of core processes. (more…)

Change management is at the heart of programs like ITIL, lean, ISO, or six sigma.  Change and improvement needs to occur on a regular basis, but it does not happen by accident.  It takes commitment from top management.  How does top management show their commitment?

Two ways - budget and a show!  That’s right you need to fuel innovation for change and improvement and budgets are what top management understand.  (more…)

You have identified a problem, and you have made an immediate correction to fix it for now.  How do you make sure the same problem doesn’t happen again?

That is the role of corrective action in continual improvement of an organization.  In a reactive organization, we constantly react to problems in a corrective mode.  We make the short term fixes – over and over and over again.  (more…)

We know that it is important to collect information and feedback from external and internal sources in order to identify problems and non-conformances.  But once you have found a problem, what steps do you take to resolve it? (more…)

Corrective action is the theme for this month.  To start the series, let’s talk about where it all begins – inputs to the corrective action process. (more…)

Lean Visual Management System cuts through the paperwork typical of ISO 9001:2008 quality certifications.

St. Louis, MO (April 24, 2009) - Bizmanualz, Inc., a business strategy consulting and quality publishing company based in Clayton, Missouri, today announced the successful certification to ISO 9001:2008 for the design, development, realization, and delivery of its policy and procedure publications, training courses, and consulting services.  The certification demonstrates the Bizmanualz commitment to continually improve its ability to assist business owners achieve the growth they envision.  (more…)

This month our theme is voice of the customer.  This is very coincidental because this is also the month we have undergone our ISO 9001 Certification audit (as anyone following our blog surely knows…).

The connection between these two items is the customer-centric nature of ISO 9001.  In fact, you could say that there are two overarching aims of the ISO 9001:2008 Quality Management System Requirements: (more…)

Last week we identified another common process maturity level in many organizations, Phase Two — Documentation.  Frequently, this is where organizations get stuck, and are not able to advance in their management system maturity.  We also covered Phase three – Process Stability.  This week we will describe the next two levels in our process maturity model that we use to describe the phases of an improving effective management system.  We call the third level Corrective Action Phase and the fourth level Preventive Action Phase, and we will see why they are so difficult to reach.

(more…)

Last week we identified the most common process maturity level in many organizations, phase one — Reactive.  Few organizations are able to advance much farther up in management system maturity.  This week we will look at the next two levels in our process maturity model that describe the phases in which an effective management system comes to life.  The Documentation and Stability Phases.

(more…)