AS9100-Value of a Core Process

 

After a casualty as also for RCA (root cause analysis) a core process can be valuable in appreciating the over all picture at high level of the way the system works. AS9100 clause 10.2.1 f requires the QMS to be seen when CA (corrective action) is carried out on NCs.

QMII (www.qmii.com), has been working to meet the organizations expectations from their process-based management systems (PBMS) since 1986. In these nearly 5 decades, one thing we see very often in failed management systems or systems not delivering the desired outputs is the absence of a core process. The questions are where does it say in AS9100 or other standards that there must be a core process?

 

The overall direction for the implementation of a PMBS comes from clause 4.4.1 of the AS9100. The clauses in the standard are very well arranged and sequential to give a good idea of the implementation. After all the P-D-C-A (plan, do, check and act) cycle for an effective implementation would making the process difficult, if the clauses were not sequential. So, we see that a good plan can be made interpreting the clauses 4,5,6 & 7. Clauses under the group heading 4 context of the organization in AS9100, require the risk to be appreciated, scope determined and then as per clause 4.4.1 a QMS (quality management system) and its processes implemented. It is in clause 4.4.1b of AS9100 that the standard requires determination of the sequence and interaction of the requires processes. Other aspects of the good plan are  the leadership being clear on their role as per AS9100 Clause 5, having a good plan per Clauses under group heading clause 6 planning of AS9100 and clause 7for support, including, providing resources, monitoring and measuring of those resources, ensuring competence of the manpower and then ensuring required documentation. AS9100 clauses under 8 are wherein implementation is done. And then auditing and review under AS9100 clause 9 & 10.

 

Most organizations have their key processes, often documented well, but the over arching process combining the key processes showing how the company policy is executed and how the organization produces confirming products and services meeting the input customer requirements, is missing. The value of the process as per AS9100 is not just to meet a requirement, but also to indicate at high level how the processes work. It in effect becomes the leadership process. A process to which the TM (top management) can answer.

 

Once the organization has mapped the core process (clause 4.4.1 b of AS9100), the organization has a clear idea as also the auditors and those who study the organization for ROI (return on investment), on how the organizations works and achieves desired results. Having a core process ensures a clear overall perspective, leading from policy to objectives and implementation through key processes to produce confirming products and services.

 

The lack of top management can harm a system, and often the lack of apparent commitment is not clear. It could well be that ‘how things work’ is not clear. The TM is better able to grasp the functioning of the system, once the core process showing a high-level integration of key and support processes is clear. AS9100 clause 5.1.1 requires the TM to take accountability for the effectiveness of the QMS. How can they, if the over all functioning is not clear. More complex and large the organization it is important that the core process be the prime process to be captured at the beginning of the implementation of the system.

 

In organizations where there are multi products and services, it is possible to be more than one core process. If that be the demand then it should be so captured to meet the requirements of AS9100 clause 4.4.1 to ensure continuing suitability, effectiveness, and adequacy of the management system. 

 

Even for investigations