1. Process Discrepancy Reporting Steve Nelson

2. Process Discrepancy Reporting Introduction Background The Challenge of Process Improvement Solutions The PCR Process Closing

3. BACKGROUND

4. Background The Process Improvement ‘buzz’ –Level ‘X’ Assessment –ISO Certification Main efforts in: –Definition –Organization –Distribution and Institutionalization

5. Process Improvement Challenge

6. Organizational Performance Management (OPM) proactively manage the organization’s performance to meet its business objectives –SP 1.3 Analyze Process Performance Data –SP 2.4 Select and Implement Improvements for Deployment –SP 3.3 Evaluate Improvement Effects

7. So, do we just wait until Level 5 to implement Process Improvement?

8. Is there a Solution?

9. The ‘Classic’ Solution It’s an Ad Hoc process: –An individual identifies a problem or a process improvement –The process POC is advised –POC accumulates problems/improvements sufficient enough to ‘justify’ a new version –POC installs fixes/improvements to process and ‘releases’ new process definition

10. ‘Classic’ Solution Weak Points Individual must ‘find’ process POC POC is a ‘single point of failure’ Undetermined response time Slow and unresponsive POC’s discourage your best sources for improvements

11. A New Solution

12. New Use of Discrepancy Reporting Discrepancy reporting systems –Various names – DRs, TFRs, etc. –Applications are in-house or COTS –Facilitate capturing, cataloging, & resolving New implementation – –Process Change Request (PCR) System

13. PCR Process Individual identifies problem or process improvement Individual enters the problem/ improvement into PCR System PCR Review Board –Analyzes merits –Makes assignments –Insures resolution and response

14. PCR Advantages Process problems/improvements are not ‘lost’ Organized collection and resolution of process improvement ideas Historical record of process improvement Involvement of all stakeholders Ability to analyze process impacts across disciplines

15. PCR Advantages (continued) Release of process or document updates can become almost instantaneous Identification and documentation of document revisions is simplified Improved capability to identify new processes Offers feedback and positive reinforcement to you best source of process improvement

16. PCR Implementation Details are proprietary System was designed, with requirements Uses a commercial database tool GUI interface On-line access Query capability E-mail notifications

17. PCR Review Board Initial assessment for validity, format, and completeness PCR assignments to individuals Assessment of PCR resolutions Authority to implement changes Transdiscipline membership and authority System Administrator interface

18. Lessons Learned

19. Invite author to first and last meetings that address their PCR Differentiate between Implemented and Closed 1-hour meetings for Board 1-2 hours for Administrator per meeting System institutes ‘put-up-or-shut-up’

20. Results To-Date More than 100 requests/ideas processed 4 new processes identified Reduction in review time for new document revisions Documents on-line are now ‘living’ Process improvement to Process Improvement

21. One Last Lesson Learned

22. Implement at a facility or corporate level

23. Questions?