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For many companies, adapting their quality system to the new ISO 9001:2000 directives has meant taking the path of organization-by-process. However, there are a fair few enterprises who, bolstered by an advanced business culture, have voluntarily chosen this new form of organization that management experts are hailing as "the key to any modern enterprise's success". Fiam took its first steps in this direction no less than two years ago, when the company decided to promote various activities designed to produce effective process-based management. An exacting choice to be sure, yet one based on a deep conviction: only by inserting each person in a process context that goes beyond his/her role can you assure customer satisfaction, which is the result of achieving the value chain represented by numerous critical success and competition factors. In process-based management, each component of the company team is at once the "supplier" and "customer". This form of involvement enables the company to overcome the points of weakness of traditional organization systems such as, for instance, the insufficient responsibility of company functions and incorrect flow of information. From this point of view, even the procedures, which the old Quality Management Systems held so dear, give way to the flowcharts, graphical systems that are more intuitive, streamlined and immediate, which describe activities across the company according to the new ISO 9001:2000 model. In addition, new management figures are established, which also go beyond functional boundaries, such as the Process Owners. Of course, we're talking about radical changes in the mentality and approach of each person in the organization, but Fiam's objectives are clear and the goal ever nearer.
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