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THE IMPORTANCE OF PROCEDURES DOCUMENTATION
For a time, one of the main drawbacks in business, which generates a significant decline in the productivity of them, is that its members do things in different ways without following a unique methodology and uniform. Each appeals to its own criteria - not always the best - and / or memory - sometimes many of us fail -. For this reason, the results - if obtained - often differ among pairs areas or similar plants.
Another common problem occurs when it is not clearly identified as far as the tasks or responsibilities of a member or sector, and where the start of the next sector partner or the operational flow of the company, resulting in a tug of war, disagreements and delays often significant.
And finally, is the induction and training you receive a new member of an organization of fellow sector, the current occupant of the position of supervisor or as best-case - or other members who do not know in depth the tasks that the new partner should play. In any case, it is very likely for different reasons that do not convey everything you need to mate.
As you see, are described as everyday situations that may affect the job most of us more or less frequently, depending on how organized this company or sector of work.
To avoid these differences, the usual practice and that has given better results overall is the documentation of procedures and processes for each sector / task, forming a Manual of Procedures (as we can find Quality Manual).
It defines the tasks and responsibilities of each sector of the company, and the detailed procedures to be performed for each specific task and those affected to the same (or denominations positions within the organization, do not use proper names). This allows defining responsibilities, working unify, standardize tasks and training for new members, record changes and / or updates, etc..
In short, what a company is looking to be reliable and predictable for its internal and external customers, delivering products and services which are identical (apart from good, naturally), regardless of who produces and that plant or location of company is made.
Documenting procedures is often a necessary but not sufficient, since it is common to hear that although there is a procedure for performing a task, for it says, for example: "I was more comfortable doing so ..." or "I do so because it is better ...", so all the effort to standardize the work ends wasted.
As reinforcement to ensure that things done in the same way they are documented, using the controls or internal audits, which consist of that talent at the processes to be audited objectively verify whether the tasks performed are in line with those specified in the documentation, reporting of observations or nonconformities identified those responsible, to make the appropriate corrections.
It is customary for the drafting of a procedures manual or quality is undertaken as a requirement for certification of quality standards (ISO 9000, for example), although the organization faced a process of improvement through documentation of their procedures and detection of non - conformities should for their own good, to be clear initially if you want to really be more efficient and reliable, or if you just want a nice certificate hung in the lobby of the company.
Leonardo Varela
Sources:
-Total Quality and Productivity - H. Gutiérrez Pulido. Ed Mc Graw Hill, 1997
ISO - International Organization for Standardization - www.iso.org
For a time, one of the main drawbacks in business, which generates a significant decline in the productivity of them, is that its members do things in different ways without following a unique methodology and uniform. Each appeals to its own criteria - not always the best - and / or memory - sometimes many of us fail -. For this reason, the results - if obtained - often differ among pairs areas or similar plants.
Another common problem occurs when it is not clearly identified as far as the tasks or responsibilities of a member or sector, and where the start of the next sector partner or the operational flow of the company, resulting in a tug of war, disagreements and delays often significant.
And finally, is the induction and training you receive a new member of an organization of fellow sector, the current occupant of the position of supervisor or as best-case - or other members who do not know in depth the tasks that the new partner should play. In any case, it is very likely for different reasons that do not convey everything you need to mate.
As you see, are described as everyday situations that may affect the job most of us more or less frequently, depending on how organized this company or sector of work.
To avoid these differences, the usual practice and that has given better results overall is the documentation of procedures and processes for each sector / task, forming a Manual of Procedures (as we can find Quality Manual).
It defines the tasks and responsibilities of each sector of the company, and the detailed procedures to be performed for each specific task and those affected to the same (or denominations positions within the organization, do not use proper names). This allows defining responsibilities, working unify, standardize tasks and training for new members, record changes and / or updates, etc..
In short, what a company is looking to be reliable and predictable for its internal and external customers, delivering products and services which are identical (apart from good, naturally), regardless of who produces and that plant or location of company is made.
Documenting procedures is often a necessary but not sufficient, since it is common to hear that although there is a procedure for performing a task, for it says, for example: "I was more comfortable doing so ..." or "I do so because it is better ...", so all the effort to standardize the work ends wasted.
As reinforcement to ensure that things done in the same way they are documented, using the controls or internal audits, which consist of that talent at the processes to be audited objectively verify whether the tasks performed are in line with those specified in the documentation, reporting of observations or nonconformities identified those responsible, to make the appropriate corrections.
It is customary for the drafting of a procedures manual or quality is undertaken as a requirement for certification of quality standards (ISO 9000, for example), although the organization faced a process of improvement through documentation of their procedures and detection of non - conformities should for their own good, to be clear initially if you want to really be more efficient and reliable, or if you just want a nice certificate hung in the lobby of the company.
Leonardo Varela
Sources:
-Total Quality and Productivity - H. Gutiérrez Pulido. Ed Mc Graw Hill, 1997
ISO - International Organization for Standardization - www.iso.org
