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Ingles, Documento Original.: Determining Which Processes To Standardize Across The Enterprise
Ingles, Documento Original.: Determining Which Processes To Standardize Across The Enterprise
There are a number of costs and benefits when standardizing across the enterprise a process thats been carried out at the local level. Although some argue that standardizing reduces the potential for site-level innovations and improvements, others praise global process standardization for its positive effects on visibility, communication, and collaboration.
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There are some scenarios where such a strategy is more appropriate than others. Enterprise quality management software (EQMS) can make this transition simpler, much more appealing, and widespread. Here are some points that can help you decide when it makes sense to globally standardize a quality process, and that explain how doing so can compound the benefits to quality process data and content.
When determining the ideal processes to automate with EQMS, you and your team should consider the following questions. How similar are existing processes today? For example, does your company have many different CAPA processes that are very similar in terms of the workflow architecture but have slightly different paths or use slightly different underlying systems? Does your company have many different systems for managing similar processes that drive up cost and complexity? For example, has your company grown through acquisition and now has multiple EQMS functionalities for different divisions or sites? Does having these disparate systems add complexity for licensing and users? Does it increase IT and support costs? Has your company had compliance issues that can be attributed to nonstandardized processes? For example, have multiple audit processes increased the likelihood that your sites will fail an audit? Has your risk team identified multiple and overlapping processes as a source of increased enterprise risk? For example, do you have different ways of evaluating supplier quality for different sites that increase the likelihood of adulterated product entering the supply chain?
Its important to understand that every organization has different needs and resources, and quality strategy should be developed accordingly. Its common for organizations across verticals to take unique approaches to quality. As a consequence, there are, of course, times where it doesn't make sense to globally standardize a quality process. Examples include: When organizations have limited IT resources. Companies with limited IT resources typically must pick and choose which projects to undertake. If there isnt a good business case for global quality process standardization, then its unlikely to get adopted. When there are different business drivers between divisions and business units. Especially with global and distributed conglomerates, there are times where different areas of business have different business drivers. For instance, a single organization may operate in both the life sciences and the food industries, and as a result each industry has particular ways for managing FDA-related compliance issues. When the power structure doesnt support global quality. There are cases where plants have more control than corporate teams over quality. When this happens, quality motivations and budgets may vary throughout the organization, making it difficult to get global support as well as the executive backing needed for such a quality initiative.
Cuando usted debe Globalmente estandarizar un proceso de calidad Un EQMS pueden ayudar a la comunicacin entre funciones
Nota del editor: Habr un QD libre / LNS webinar en el software de gestin de calidad de la empresa (EQMS) Martes, 25 de junio 2013, a las 11 horas del Pacfico. Haga clic aqu para registrarse. H ayuna serie de costos y beneficios cuando normalizacin en toda la empresa un proceso que se ha llevado a cabo a nivel local. Aunque algunos sostienen que la estandarizacin reduce el potencial de las innovaciones a nivel de sitio y mejoras, otros elogian estandarizacin de los procesos globales por sus efectos positivos sobre la visibilidad, la comunicacin y la colaboracin.
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Hay algunas situaciones en las que una estrategia de este tipo es ms adecuado que otros. Empresa de software de gestin de calidad (EQMS) puede hacer esta transicin ms sencilla, mucho ms atractivo, y generalizada. He aqu algunos puntos que pueden ayudar a decidir cuando tenga sentido para estandarizar globalmente un proceso de calidad, y que
explique cmo hacerlo puede agravar los beneficios para procesar los datos y contenidos de calidad.
lista completa de los procesos con estos atributos, muestra varios que han sido ampliamente automatizado con EQMS: Cumplimiento y control de gestin. El marco regulatorio es dinmico, por lo que las capacidades de automatizacin de suma importancia. La centralizacin de la informacin a nivel mundial simplifica el proceso de gestin de auditora, los auditores proporcionar acceso a la carta y los informes se pueden compartir. Gestin del riesgo: Es vital para las industrias cargados de cumplimiento, gestin de riesgos con EQMS permite a las organizaciones a priorizar las no conformidades internas y externas en funcin del nivel de criticidad. Tener factores de riesgo estndar proporciona una visin mucho ms profunda de la cartera de riesgo de la empresa. Control de documentos: Muchas empresas ya han tomado medidas para desarrollar una plataforma para el intercambio de procedimientos normalizados de trabajo, documentos de capacitacin, mejores prcticas, etc.Las capacidades de control de documentos que se encuentran dentro EQMS pueden ayudar a asegurar que estos materiales estn en una ubicacin centralizada y se entreguen a las partes interesadas en la empresa. Otros procesos incluyen la gestin de clientes-queja, FMEA, y la gestin de calidad de los proveedores.
que es difcil de conseguir apoyo mundial, as como el apoyo ejecutivo necesario para una iniciativa de tanta calidad.
http://www.qualitydigest.com/inside/quality-insider-column/when-you-should-globallystandardize-quality-process.html