Management: Operations, quality and supply¶
Quality management¶
Rules found in this domain: P81, P1, P39, P19.
Illustrative, not evidence.
Scenario. A food producer runs its quality system as a yearly cycle, and every action from the last management review is tracked until it is closed. Two days before a large delivery, a batch fails an allergen test, and the quality manager stops the shipment although the delivery date is missed. The purchase system refuses an order without a contract number. Part of the plant managers' bonus depends on the defect rate, so management pairs it with customer complaints and checks each year that the pair still tracks real quality.
- P81: The company plans, does, checks and acts in a repeating cycle. Actions from earlier cycles are tracked until they are completed.
- P1: The quality manager stops a shipment with a known safety defect and misses the deadline. The safety of customers comes before cost and schedule.
- P39: The purchase system makes the error impossible: it refuses an order without a contract number. It does not rely on inspection later.
- P19: The defect rate is used to reward people, so it is paired with a counter-indicator, customer complaints. A yearly review checks that it still tracks the real objective.
Lean production¶
Rules found in this domain: P4.
Illustrative, not evidence.
Scenario. On an assembly line, any worker who sees a defect can pull a cord and stop the line. Every stop is reviewed afterwards. Nobody is blamed for a stop.
- P4: Any worker may stop the work without permission and without blame. The stop is always available, and every use is reviewed.
Operations and queueing¶
Rules found in this domain: P52, P44.
Illustrative, not evidence.
Scenario. A service desk gets a steady flow of requests. Management plans 70 % of staff capacity and keeps 30 % free. It also limits the number of open tickets per agent. Agents finish a ticket before they take a new one, and the desk tracks lead time and open tickets.
Supply chain management¶
Rules found in this domain: P51.
Illustrative, not evidence.
Scenario. A retailer shares its real sales data with its wholesaler and the factory. Before this, each stage ordered only from the order of the stage below, and the swings grew along the chain.
- P51: Every stage of the chain sees the real end demand, not only the order of the next stage. This reduces how much the swings grow along the chain.
Procurement¶
Rules found in this domain: P6, P3.
Illustrative, not evidence.
Scenario. A public body buys a large IT system. Every member of the evaluation panel must declare personal interests in a register, which is checked before the vendor is selected. The tender also scores the whole life cycle impact of each offer, including energy use.
Responsible supply chains¶
Rules found in this domain: P14.
Illustrative, not evidence.
Scenario. A clothing brand asks its suppliers who their own suppliers are. It reviews the risks it finds and acts on them before it signs a new contract.
- P14: The brand knows each supplier and the risks in its supply chain, and it acts on what it finds before it signs. This is supplier due diligence, the rule's management form.
Asset management¶
Rules found in this domain: P78.
Illustrative, not evidence.
Scenario. A water utility keeps a register of its pumps and pipes. Each entry has an owner, a condition and a life-cycle stage. A yearly walk-through compares the register with the real assets.
- P78: The register is complete. Each asset has an owner, a condition and a life-cycle stage. Unknown assets are found by comparing reality with the inventory.
IT service management¶
Rules found in this domain: P64, P33.
Illustrative, not evidence.
Scenario. An IT service team runs changes through a reviewed process. The on-call policy is versioned, and on-call staff are told about each change before it applies. A request without a cost centre is returned, not guessed.