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Implementation of a Management Manual and Documentation System Structuring |
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Référence
bibliographique à rappeler pour tout usage : Implementation of a Management Manual and Documentation System Structuring, Juan Carlos LEGARIA MACAL Université de Technologie de Compiègne, Master Qualité et Performance dans les Organisations (QPO) Mémoire d'Intelligence Méthodologique du stage professionnel de fin d'études, juin 2015, www.utc.fr/master-qualite, puis "Travaux", "Qualité-Management", réf n° 321 |
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I want to thank: My internship tutor Valerie Gallego that
trusted me for being able to accomplish the different objectives
of this internship. Professors Gilbert Farges and Jean Pierre
Caliste for leading and having accepted me in this excellent
master. Finally but not less important to my
parents Rosario and Juan Carlos for thrusting and supporting me
in all my plans and decisions.
I want to thank: My internship tutor Valerie Gallego that
trusted me for being able to accomplish the different
objectives of this internship. Professors Gilbert Farges and
Jean Pierre Caliste for leading and having accepted me in this
excellent master. Finally but not less
important to my parents Rosario and Juan Carlos for thrusting
and supporting me in all my plans and decisions.
DMP: Documentation Management Procedure
DSS: Documentation System Structure
PDCA: Plan-Do-Check-Act
GMP: General Management Procedures
BPO: Business
Process Owners
ISO 9001: Specifies the requirements for a quality management system where an organization needs to demonstrate its ability to consistently provide product that meet customer and applicable statutory and regulatory requirements, and aims to enhance customer satisfaction though the effective application of the system, including processes for the continual improvement of the system and assurance of conformity to customer and applicable statutory and regulatory requirements.
Management System: framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives.
Quality of products and services: Expected outcome from the client, to reach all their necessities in time and manner.
Documentation: Set of documents provided on paper, or online, or on digital or analog media that permit achieving a specific goal.
Top Management: Group of managers that have as main objective to ensure major business and financial decisions, to allocate resources based on clear priorities and programs
Functional Departments: the leaders of their functional community throughout the Group.
In every company a big amount of documents is handled such as: procedures, standards, best practices, forms, memorandums, etc. One of the most important documents is the Management Manual. This manual shows the way the management system of the company works.
According to the ISO 9001 norm the specifications that a quality manual must have are:
· The scope of the quality management system
· The documented procedures or the reference to them
· A description of interaction between the processes of the quality management system
Since the specifications of the ISO 9001 norm are very
general, this allows the company to make a quality manual
according to its preferences, making possible to create a very
short management manual to accomplish the ISO requirements
In contrast to most documents within a company, the Management Manual is a document that can be requested by costumers for understanding the way in which the company meets the quality requirements. It is advisable and sought by many companies to have a “well-done” Management Manual which meets the needs of informing all the essential information of the management system of the company.
The objective of this internship was to create a Management Manual at corporate level which did not exist before as well as the analysis, structuring and improvement of the Documentation System Structure. To perform this task it was required to have a great knowledge of the company, its departments, methods, ways of working etc.
The Management Manual in question was not only intended to inform all employees about the management system of the company otherwise the vision, mission, values, way of acting and strategies were other key points to inform the action of the company with respect to the society in which it lives.
Under the circumstances a PDCA method was used during all the
developing process, to have a methodological order, achieve
objectives in an efficient and ordered way and making easier
to transmit this knowledge for future projects
The methodology used to success the creation of a Management Manual and Documentation System Structuring will be detailed explained in this Methodological Memory.
Nexans
is dedicated to bring energy thought an extensive range of
cables and cabling solutions that deliver increased
performance for customer worldwide
What? - Activities
Nexans offers:
· A complete range of cables, solutions and services adapted to your needs.
· A presence on all continents to assure you of global reach and local proximity.
· A strong R&D organization dedicated to innovation on your behalf.
Nexans has 4 major core businesses:
· Energy and Data Infrastructure (40%):
o High-, medium- and low-voltage submarine, underground and overhead electricity transmission and distribution networks
o Land-based and submarine telecommunication networks, using copper and optical fiber cables.
· Energy Resources (10%):
o On- and off-shore oil and gas
o Renewable energies: On- and off-shore wins farms and solar power
· Transport (14%):
o Aeronautical and spatial
o Automotive
o Shipbuilding
o Rolling stock and railway networks
o Airports, railway stations and ports
· Building (24%):
o Industrial, logistics, tertiary and commercial buildings
o Collective buildings
o Housing
o Data centers
Serving a range of different types of customers – including
network operators, energy producers, mining companies,
engineering firms, equipment manufacturers, installers and
distributors, and infrastructure and construction companies –
which have
local, regional or even global needs.
Manufacturing sites in 40
countries across 5 continents.
The teams help meet these vital needs for 21st century society by providing high-performing, cost-efficient and long-lasting solutions for the most complex of uses and the most demanding of environments.
Through the combination of technological leadership, global expertise and local presence, that can effectively partner our customers’ development projects, offering them the best conditions for achieving their objectives while respecting the highest levels of safety and taking the greatest possible care of people and the environment.
Day to day the world requires more energy to function, develop and achieve higher living standards. For over a century Nexans has played a key role in providing the energy that people need.
The PDCA (Plan – Do – Check – Act) is a quality iterative
method developed by Dr. Edwards Deming that allows
developing projects, always looking forward for continuous
improvement. It is also known for developing critical
thinking and creating a culture of problem solving
It is divided in four main steps:
Plan: To plan what is intended to do. It is necessary to establish the objectives, the output expectations and get to know the tools that are going to be used during the realization of the intended project.
Do: Work on what was planned in the first step. Modifications of the planning can be done if it increase efficiency or improves the project in a certain way.
Check: Measure and analyze the obtained results in the second step (DO). Compare them with the expected results in the first step (PLAN).
Act: Improve and evolve. Involves making adjustments or corrective actions to the revisions done in the step 3 Check.
This method is used:
· When starting a new improvement project.
· When planning data collection and analysis in order to verify and prioritize problems or root causes.
· As a model for continuous improvement.
· When developing a new or improved design of a process, product or service.
· When implementing any change.
For creating a new improvement project such as a Management Manual or a Documentation System Structuring that have to be always improved and updated (at least every year) the PDCA is a very powerful, useful and efficient methodology.
While other methods for problem solving such as project ISO 21500 can be very complex and take a lot of time to understand how they work, the PDCA is simple and it can be easy to explain and understand by everyone in a short lapse of time. Major advantages over other methods are:
· Espouses the cause of continuous improvement.
· Helps eliminate mistakes.
· Improves productivity.
· Does away with complacency.
This method was implemented for the realization of this
project and it is going to be explained in detail in the
next chapters of this document.
To begin the realization of the first step PLAN of the
method it was necessary to establish objectives and limits
for the project. Making a plan of what is going to be done
and deciding how this plan is going to be successfully
completed are the firsts parts to be developed
To perform this first step the problems and objectives were deeply analyzed to understand what the exact goals of this project were and begin the realization of an action plan.
The different stages of the first part of the PDCA (PLAN) method are explained in detail in the next sub-chapters regarding the next subjects:
· Problem Explanation
· Objectives and Deliverables
· Context of the Project
The company as is an
international entity that has had a very fast growth during
the last years in the cable industry, having nowadays; 26, 000
employees, 6.4 billion euros in sales and manufacturing sites
in 40 countries
Each plant around the world is dedicated to develop different products depending on the specific needs of the local costumer. To fulfill the quality that each customer is expecting, each plant develops its own work practices and documentation.
As every international company general management documentation is necessary to govern with general rules and common practices that everyone in the company around the world must abide and respect.
For this reason the top management was looking forward to organize, standardize and communicate the general management practices and documentation to increase productivity and making communication and development easier between the different plants and departments around the world within the company.
To achieve this objectives the management proposed to create a set of documents that would summarize and communicate in a clear manner management practices and documentation.
The objective of this internship was to develop a group of management documents that will be diffused and communicated all around the world, explaining in a detailed, clear and easy way how general management works day by day.
To fulfil this necessity two deliverables were expected to be done by the general management:
· Management Manual: A document that contains key information about the company. This manual has as main objective to inform all employees how the group works at a management level.
· Documentation
System Structuring: Research, order,
name and classify the different documentation available at
group level and making it reachable to all employees around
the world.
The creation of the deliverables, Management Manual and the Documentation System Structuring are tasks that couldn’t be done by a single person or resource. Key factors were needed to succeed:
· Collaboration between managers of the different departments at Group level and other key people as quality experts.
· Deep knowledge of the enterprise, its documentation and way of working.
A cause and effect diagram was created to identify the
different causes involved in the creation of the deliverables.
Each of the causes are going to be explained in detail
As in any project there were materials and tools that were key for succeeding. The most important materials and tools utilized in this project were:
As specified in the ISO 9001:
4.2.3 Control of documents
Documents required by the quality management system shall be controlled.
A documented procedure shall be established to define the
controls needed
a) To approve documents for adequacy prior to issue
b) To review and update as necessary and re-approve documents
c) To ensure that changes and the current revision status of documents are identified
d) To ensure that relevant versions of applicable documents are available at points of use
e) To ensure that documents remain legible and readily identifiable
f) To ensure that documents of external origin determined by the organization to be necessary for the planning and operation of the quality management system are identified and their distribution controlled
g) To prevent the unintended use of obsolete documents and to apply suitable identification to them if they are retained for any purpose
The control of documents in the company is managed in an
Intranet that is widely used by all employees all around the
world. The number of
active users of the group intranet has almost tripled to
10300, while the number of page views has risen 30% to 1.3
million. It is calculated having an average
of 5000 visits per day and all employees are have an
Intranet’s usage training at their entrance to the company
Figure 5 - Intranet Example 2
Mostly all of the content concerning the Management Manual and the Documentation System Structuring was extracted from different documents available in the group’s Intranet. The top management and every department have to have most of their documents concerning to its work, and practices updated.
Some exercises were done to facilitate the discovery of the Intranet. The dynamic of one of the exercise, was about looking for some specific topics to be used in the next months related to project’s goals, chronometer the time used to find them and specify the location of each document (See Annex B for more details).
A Pareto Chart was created to make an analysis between the different topics vs the time taken to find information about them in the Intranet:
As it can be seen in the graphic Pareto Principle applies,
meaning that 80% of the time was used to find around 20% of
the information. The result of this analysis allowed to
discover the documentation that will have to be treated with
specific departments and persons since it
wasn’t fully available in the Intranet
This analysis was very useful, after analyzing the results,
Procedures and Quality Manuals were not fully available in the
Intranet, having to give priority to appointments with key
people for the collection and analysis of this documentation,
since the rest was fully available in the
Intranet.
14 Management Procedures concerning the most important
activities, practices and rules in the Company. This
procedures are applicable at any level in the company. Reading
and analyzing this procedures was essential to get to know the
enterprise and to have a guide of how
deliverables had to be redirected according to general
practices.
It is mandatory for every plant around the world to have a Quality Manual since they were all ISO 9001 certificated. Analyzing and comparing the content of the different Quality Manuals helped in the writing of deliverables in various ways:
· Analyzing the quality policies and quality requirements of costumers around the world.
· Understanding the content that a Quality Manual should include (ISO requirements).
· Including certain
content in the Management Manual.
Analyzing and understanding the ISO 9001 was fundamental for de writing of the deliverables, since it specifies the requirements for the quality management system of an organization.
To understand this norm, an excel document was done, making reference to each chapter of the norm, mentioning what is it about with a small description and finally specifying the different mandatory procedures and the procedures that shall be established. (See Annex A).
After this analysis, two subchapters highlighted concerning the objectives of the project:
4.2 Documentation Requirements
4.2.1 General
a) Documented statements of a quality policy and quality objectives
b) A quality manual
c) Documented procedures and records required by this International Standard
d) Documents, including records, determined by the organization to be necessary to ensure the effective planning, operation and control of its processes
4.2.2 Quality Manual:
The organization shall establish and maintain a quality manual that includes:
a) The scope of the quality management system, including details of and justification and justification for any exclusions
b) The documented procedures established for the quality management system, or reference to them
c) A description of the interaction between the processes of the quality management system
These two subchapters of the ISO 9001 make reference to
certain goals that were essential for the realization of the project
Contacting key people was fundamental for obtaining specific information and documentation that had to be included in the deliverables. The contacts’ information was given the first week of the internship by the tutor and they were contacted in different time lapses depending on the progress and necessities for the manual.
Most people to be contact were managers of the different departments and business process owners as the have key management information. Appointments with key people were normally done with anticipation due to the tight agenda of most them. If they were not available appointments with direct assistants or employees that were experts in the subject were requested, assuring that a discussion will take place and the information in the deliverables would be truthful coming from a thrusted source.
A flow chart diagram was created to explain the way of
contacting people for assuring the availability of the
different content required in the deliverables
Two trainings were taken during the development of the project to strength certain abilities that were essential for its realization:
· How to do process mapping: Two days training explaining the reason and best ways to create process mappings.
· How to communicate: One day training that explain the basis of communication and how to get better applying them.
The acquired knowledge was utilized during the whole project, since communication and good understanding with different people was fundamental to achieve the goals proposed.
Headquarters were the place where mainly all the work was
done. There were evident advantages of working in Headquarters
· Managers and key people were situated in headquarters.
· Trainings took place in headquarters.
· Easy access to archives of management documentation.
Three visits to different plants took place during the
project. The main objective of these visits was to discuss the
content of the deliverables create new ideas and validate
information with different quality experts in different places
in France and Europe
The places where the visits took place:
· Hannover, Germany.
· Charleroi, Belgium.
· Calais, France.
A Process Mapping of the group was created to make a deep
analysis of what and who was involved in at management level
According to the different processes that can be seen in the Groups’ Process Mapping the people involved in the creation of the deliverables were:
All the people mentioned before was contacted successively for different reasons as:
· Gathering, analyzing and revising information.
· Revising the status and correcting deliverables.
· Upgrading documentation.
· Validation of the deliverables.
It was essential to have precise characteristics, qualities and attributes to be able to succeed the correct creation of deliverables according to the difficulties presented:
· Understanding and defining the project: Understanding what does the management was expecting of the deliverables and what where the real needs of the company to be able to make a program and achieve expectations on time and form.
· Understanding the different needs and points of view: The general management, the managers of the different departments and the quality experts had different needs and opinions about the content of the deliverables. One of the main tasks was to understand this opinions and unify and modify them to have the best possible result.
· Working as a link between people: To communicate the different needs and opinions of the different people concerned was essential to make others understand the different necessities and align them with theirs.
When planning and developing the project some events might have occurred risking its realization. Knowing what those risks might be and implementing measures to prevent or minimize them was essential for finishing the project in the scheduled time and fulfilling all demands.
To determine how to reduce or avoid those risks, a risk analysis methodology was implemented to analyze possible solutions and its feasibility of implementation (See Annex C for the complete table).
After a deep analysis three main risks were found that could have affected the realization of the project:
1. Documentation written in several ways: Some terms, definitions and concepts had been written in several ways by different people presenting the same general idea with different wording.
2. Documentation not updated or not easy available: Some documents were not recently updated or ere archived by specific persons that did not make these documents available for everyone.
3. Not being able to work with certain people: Certain people were not able to revise and work for the Management Manual content since there is no availability on their agenda.
Preventive actions for main risks:
1. Use published information in official documents. If the same information with different working is present in several official documents a meeting with the person in charge of the subjects has to be done to decide which information is more suitable.
2. Contact people to update or ask for the desired documents with anticipation.
3. Make appointments with managers with anticipation, if not possible, make appointments with the second in charge or direct assistants.
After having understood the problem and establishing clear
objectives. The creation of the Management Manual and the
Documentation System Structure were begun. As it can be seen
in the program this step is the one that lasted more and is
the core of the project
The main tasks for the second part of the PDCA (DO):
· Way to proceed
· Program
· Writing of the Management Manual
· Writing of the Documentation System Structuring
Once objectives were clarified the general steps for the
realization of the process were traced. A process mapping of
the project was done to identify the inputs, outputs,
departments, people and the general processes involved for the
realization of the project
A planning was created together with the internship’s tutor to clarify and schedule the different activities to perform during the 6 months duration of this project.
This program was not totally fixed, dates and actions could have had minor changes because of the agendas of the people involved or for improving efficiency at the moment of developing the activities.
The ISO 9001 was used for defining the beginning of the project until it was decided to create a Management Manual for the reasons presented below:
According to the norm ISO 9001, the requirements that a quality manual must have, can make this manual a very simply document that has just to mention the scope of the management system, include or make reference to the established procedures for the quality manual and have a description of the interaction between the quality management processes.
The main objective to managers in the company for creating a manual was to:
· Give a reference of the management behavior.
· Implementation of the company’s management rules and practices.
· Standardize common practices within the company.
· Make this document to be applicable to the full company organization including worldwide subsidiary sites concerning all employees and members of the staff in the company.
· A document that everyone in the company was able to understand.
As the different objectives demand more requirements than the
ones required in a Quality Manual (including them) it was
decided to create instead a Management Manual, term that fits
better for these purposes
A Management Manual is a document that
shows how all the management system in a company is organized.
From among all the documents comprising the management system
of the company the Management Manual is the most important
6 main chapters were written to fulfill groups’ needs in the
best possible way covering most sensible topics for describing
the management and general rules. The final version of the
Management Manual Summary
Summary
1. THE COMPANY: Presents the most important general information of the company.
Overview
Vision Statement
Values
Vision
How we act
Strategy
History
2. THE PRODUCTS: Presents the different product categories and market segmentations within the company.
Product Segmentation
Product Categories
Market Segment
Customer Dimensions for Market Segmentation
3. MANAGEMENT MODES: Explains how and why management acts and works.
The Group Operating Modes
Nexans Organization Chart 2014
Roles and responsibilities in Group Organization
Business Divisions Level
Operational Units Level
Group Level
The Group Management Board
Governance and Committees
Performance Steering Modes
Operating Modes across Divisions
4. THE GROUP FUNCTIONAL SUPPORT: Describes the departments involved in the management.
Group Functions
Business Process Owners (BPO’s)
Other Committees, dedicated to coordinating the implementation of policies
5. MANAGEMENT SYSTEM: Process mapping and structuration of the general management system
The System
The System Structure
6. GENERAL MANAGEMENT PROCEDURES (GMP’s): Procedures that are applicable at any level in the company.
Annex
Follow-up of changes
Glossary
The explanation of all the chapters is not going to be
detailed in this document since it is intended to explain the
methodology used for the creation and not the content itself.
Organizing, structuring and recording documentation is
fundamental in any company. These tasks are successfully done
at countries and plant levels in the company; nevertheless at
group level this structure was not clear and never formalized.
In order to create a solid
Documentation System Structure a new Group
Documentation Management Procedure and other specific
activities were performed
The purpose for the creation of the DMP at group level is to describe how the documentation is structured, written, verified, approved, referenced, modified, archived and destroyed.
The objective is to standardize the documentation with clarity and simplification in order to improve our efficiency at Group Level.
It was intended that all the existing documents will be gradually upgraded to compliance with this procedure when they will be reviewed.
This procedure had to apply to every function at Group level.
The general content of the DMP:
· Management System: Process mapping of the whole Management System within the group.
· Documentation Structure: Description of the four levels of documentations, details can be found in the chapter below.
· List of documentation: The listing and classification of all the documents in the management and all functional departments.
· Documentation definitions: Description of the characteristics for every document at Group Level.
· General Rules: Explains some general rules that every document must have such as:
o Documentation Format
o Modifications
o Codification
o Circulation and Availability
o Confidentiality
According to the DMP all
the documentation at group level including functional
departments had to follow the Group’s Documentation
Structure (see Figure 12). This structure has 4
main levels:
Figure 12 -
Documentation Structure
1. General Overview: Set of documents that provide general information of the General Management or Functional Departments some example of these documents are:
· Management Manual
· List of documents
2. Process & Procedures: Document that provides requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose.
3. Standards & Guides: Mandatory and good to have documents are included in this sections more information can be found in the next sub-chapter.
4. Tools: Documents that help achieving a particular tasks or facilitate the creation of documentation such as:
· Trainings
· Presentations
· Formats
· Questionnaires
This structured was used to organize all documentation the in the different departments, classifying the available documents with a check list.
In order to structure and organize the documentation available in the group’s management and functional departments, defining what a mandatory and not mandatory document and creating examples of these documents was needed. This document made people deeply understand concepts and made them be able to organize its own documentation.
The document was written and distributed defining concepts and giving simple example of each of them:
After the presentation and diffusion of this
document the classification and mapping of documentation turned
into an easier and more dynamic task.
For analyzing the situation of the documentation a mapping was done in the Industrial Operations department. Meetings were organized with different department’s division directors for analyzing and classifying each document belonging to its division. This mapping will be taken as a model for mapping other functional departments.
The main steps for proceeding to do this task:
1. Deciding if it was a mandatory or not mandatory document.
2. Classifying each document by its definition.
3. Writing down the results in a check list (see Figure 14).
Some obstacles were found while performing this task:
1. Creating appointments with divisions Directors.
2. Definitions’ differences were not clear in some documents.
3. Some documents were a combination of various documents.
The solutions implemented:
1. Appointments were done with anticipation, when directors were not available appointments with other personal of the same division was done.
2. Creation of the mandatory and not mandatory document (see Figure 13).
3. Combined documents were classified according with the most relevant content.
Once the final drafts of the different documents were ready the
third step CHECK of the PDCA was implemented. Revisions to
measure, compare, analyze and make final corrections were done
in this step
The main subjects treated in this stage were:
· General Revisions
· Meeting quality experts
· Documentation Approval and Final Corrections
Revisions of the Management Manual were for achieving the management’s expectation. Around 15 versions of the manual were written before having the final draft ready to be revised by the top management. Weekly revisions were done with the tutor of the internship. The main topics to discuss in these revisions were:
Order of the content: During the revisions the order of the chapters and sub-chapters were one of the most discussed topics. Some other small changes were done between chapters looking for the best way for the reader to understand the logic and content on it.
Verifying the source of the information: All information included in the manual had to come from an existing and official source in the company. Changes could have been done to this information to make it fit better in the manual but the main ideas had to be kept. Some documents used as reference were:
· 2015 Company Overview
· Management Modes
· Intranet
· Roles & Responsibilities
Adding or deleting information: Homogeneity within
chapters was one of the priorities for the content. In every
revision adding or deleting information was discussed to clear
ideas and make the manual easy to read for everyone.
Revisions with different quality experts were done:
· QHSE Germany Director in Hanover, Germany
· QHSE France Director in Paris, France
Revising the documents with different people was very useful. Different points of view brought new ideas to add or improve, mainly in the Management Manual and the Documentation Management Procedure. Some important suggestions and corrections made by the quality experts were:
· Modifying some titles of chapters and sub-chapters to make them more clear for readers.
· Making a glossary for terms and acronyms.
· Modification of the Management Manual according to
quality points of view and practices.
For being able to make the documentation (Management Manual and Documentation Management Procedure) available and official for all the personal in the company they had to be approved by the management board as a general rule of the company.
Before this approval four meetings had place together with the Senior Corporate Executive and the internship’s tutor (Vice President Quality for the High Voltage division).
Minor changes were done to the documentation to be aligned with
the top management requirements and facilitate the approval of
the management board to make the documents publishable.
Once the deliverable were officially approved by the management
board, communication and continues improvement had to take place
The main subjects treated in the last part of the methodology were:
· Distribution of Documents
· Mapping Results
· Responsibilities for the future
· Satisfaction Measurement.
The delegation of responsible people that had to make updates, corrections and adjustments to these documents at least every year was discussed to achieve the continuous improvement for the project.
The company has important changes every year since it has presence all over the world. Keeping employees informed about important changes in the company (appearing in the Management Manual) is another reason for making updated if it every year.
Mapping and organizing documentation at group level was another
requirement of top management. It was begun with the Industrial
Operations departments as an example and it will be implemented
in a similar way in all other functional departments and the
managements.
Measures to assure sustainability and continuous improvement
were developed. The action presented below are going to be
performed after the publication of this memory as this memory
had to be presented 1 month before the ending of the project,
nevertheless, all the
actions that will be mentioned are ready to
be deployed.
As mentioned before the Management Manual had as objective to inform all employees how the company functioned at the management level. To make the manual available in the different offices, plants and service centers all around the world two strategies were implemented:
1. Publishing a pdf version of the manual in the group’s intranet: As mention before all employees have access to this tool. Global e-mails were sent to all employees to inform that the manual was available in the intranet.
2. Distribution of printed versions: a big amount of
printed versions were distributed to general managers, making
this document physically available in offices and plants.
The first mapping of a functional department was done in Industrial Operations. It is important to mention that inside the department there are some divisions included.
A presentation of the results was done in presence of all the department division managers. Some remarks were explained related to the mapping:
· Codification of the documents was complicated to understand and was not the same between divisions.
· Some documents couldn’t be classified since they were a combination of various definitions.
· Documentation had not the same format.
· There were several standards that could be formalized as procedures.
Measures would be taken by Industrial Operation management to
improve these points. This mapping had to be done for the other
departments.
The distribution of the Documentation Management Procedure was
not developed since some changes had to be done and approved to
the final draft before its publication. As soon release was planned
after some modifications that would be done by the experts.
All documentation within the years has to be updated in any
organization. It is intended by the company to update the
Management Manual at least once a year since there is
information that can usually change such as management modes or
the organization chart among
others. A responsible
person were be assigned to perform these tasks.
As in all projects there has to be measure that can evaluate if the project was successful or not.
An inquiry was created to analyze readers:
· Thought about the Management Manual
· Improvements proposed
· Information to add or delate
This opinions will be taken in account for next version that will allow the continuous improvement sought for this project.
This inquiry had to be printed with every single copy of the Management Manual. For the intranet version a link below the one of the Management Manual was going to be created to show the inquiry in a web version. Results were automatically captured and statistics were presented in several graphics for numerical data and text for the recommendations.
Another method to measure the people the amount of people reading the manual was an internal counter of the manual downloads. This would be compared with the total number of employees (26,000) in the company.
Depending on those results measures would be taken to increase the number of readers in the minimum amount of time possible.
All this measurements and measures were managed by the Information System and Communication departments.
The inquiry created is shown below:
Nexans is looking forward for your opinion! After readying the new Management Manual 2015, we want to know your opinion about it. Please answer the questions below taking in account that:
1- The most suitable 5- Not suitable
1. - The clarity in the way of presenting the information is:
1 2 3 4 5
2. – The order that the information is presented is:
1 2 3 4 5
3. – In general terms the content presented in the manual is:
1 2 3 4 5
5. - Would you recommend to your employees or colleges to read this manual:
1 2 3 4 5
4. - Would you like some information or topics to be added in the manual
__________________________________________________________________________________
__________________________________________________________________________________
6. - How did you received this manual:
Internal Mail My boss Colleges Intranet Other: _________________
Other Remarks:
__________________________________________________________________________________
__________________________________________________________________________________
Quality studies can be very extensive and can cover many aspects within the industry. Implementing the knowledge gained during the courses in this internship was critical to work in a specific branch I would like to focus in on quality.
The objectives accomplished in the internship helped me to develop a lot of skills including my first work experience in an international company and learning how to manage time autonomously, delivering expected results on time and as expected.
Besides implementing the quality knowledge acquired, this internship let me figured out how an international company is organized in different its departments and managements levels, deal with directors managers and directors and learn their ways of working and leading; knowledge that is going to be fundamental for a future job.
One of my long-term goals is to create my own company. The creation of Management Manual and the Documentation System Structuring are essential tasks for any company to grow in a standardized and organized way.
Having completed successfully both tasks in the attended manner and in schedule is a big step to get my next job, being able to show my skills and abilities and how I apply them in daily life in a professional level.
9001 Academy, "How to structure quality managemetn system documentation," 2015. [Online]. Available: http://www.9001academy.com/blog/2014/10/21/structure-quality-management-system-documentation/. [Accessed 2015]. |
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AFNOR, Standard NF EN ISO 9001, 3rd, 2008. |
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American Society for Quality, "PDCA Method," 2013. [Online]. Available: http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html. [Accessed 2015]. |
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Nexans, "Nexans Worldwide," 2015. [Online]. Available: http://www.nexans.com/eservice/Corporate-en/navigate_-10/Global_expert_in_cables_and_cabling_systems.html. [Accessed 2015]. |
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American Society for Quality, "Fishbone Diagram," ASQ, 2015. [Online]. Available: http://asq.org/learn-about-quality/cause-analysis-tools/overview/fishbone.html. [Accessed 2015]. |
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Nexans, "Nexans Intranet," 2014. [Online]. Available: http://www.nexans.com/eservice/Corporate-en/navigatepub_320017_-33644/Nexans_wins_prestigious_award_for_new_intranet.html. [Accessed 2015]. |
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American Society for Quality, "Pareto Chart," 2015. [Online]. Available: http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html. [Accessed 2015]. |
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American Society for Quality, "Flowchart," 2015. [Online]. Available: http://asq.org/learn-about-quality/process-analysis-tools/overview/flowchart.html. [Accessed 2015]. |
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Nexans, "Nexans France," 2015. [Online]. Available: http://www.nexans.fr/eservice/France-fr_FR/navigate_-13/Electrical_cable_Electrical_cable_and_optical_fiber_manufacturer.html. [Accessed 20015]. |
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American Society for Quality, "Process Map," 2015. [Online]. Available: http://asq.org/service/body-of-knowledge/tools-process-map. [Accessed 2015]. |
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The NAMS Group, "International Infrastructure Management Manual," 2008. [Online]. Available: http://www.nams.org.nz/pages/273/international-infrastructure-management-manual-2011-edition.htm. |
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Calidad México, "ISO 9001 Calidad," 2013. [Online]. Available: http://iso9001calidad.com/el-manual-de-calidad-207.html. [Accessed 2015]. |
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International Organization for Standardization, "ISO," 2015. [Online]. Available: http://www.iso.org/iso/home.htm. [Accessed 2015]. |
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Society for Risk Analysis, "SRA," 2015. [Online]. Available: http://www.sra.org/. [Accessed 2015]. |