3 Process approach                           p

 

3.1 Process types

Types, components, elements, management, realization, support

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If you cannot describe what you are doing as a process, you do not know what you're doing. Edwards Deming

The word processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) comes from the Latin root procedere = go, development, progress (Pro = forward, cedere = go). Each processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) transforms inputs into outputs, creating added value and potential nuisances.

A processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) has three basic elements: inputs, activities and outputs. process

A processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) can be very complex (launch a rocket) or relatively simple (audit a productany outcome of a process or activity (see also ISO 9000, 3.4.2)). A processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) is:

A processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) is, among other things, determined by its:

A processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) review is carried out periodically by the processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) owner (cf. annex 05).record

The components of a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) are shown in figure 3-1:process

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Figure 3-1. Components of a process

Figure 3-2 shows an example that helps answer the questions:process

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Figure 3-2. Some elements of a process

Often the output of a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) is the input of the next processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1).

You can find some examples of process forms in the document pack D 02 record

Any organizationa structure that satisfies a need (see also ISO 9000, 3.3.1) (company) can be considered as a macro processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1), with its purpose, its inputs (customeranyone who receives a product (see also ISO 9000, 3.3.5) needs and expectations) and its outputs (products/services to satisfy customeranyone who receives a product (see also ISO 9000, 3.3.5) requirementsexplicit or implicit need or expectation (see also ISO 9000, 3.1.2)).

Our preference is to identify a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) using a verb (buy, produce, sell) instead of a noun (purchases, production, sales) to differentiate the processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) from the company’s department or procedure to maintain and recall the purpose of the processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1).

The processes are (as we will see in the following paragraphs) of management, realization and support types. Do not attach too much importance to processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) categorizing (sometimes it is very relative), but ensure that all the company’s activities at least fall into one processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1).

3.1.1 Management processes

Management processes are also known as piloting, decision, key or major processes. They take part in the overall organization and include the development of the policy, deployment of the objectives and all needed checks. They are the glue of all realization and support processes.

The following processes can be part of this family:

3.1.2 Realization processes

The realization (operational) processes are related to the productany outcome of a process or activity (see also ISO 9000, 3.4.2), increase the added value and contribute directly to customer satisfactiontop priority objective of every quality management system (see also ISO 9000, 3.1.4). 

They are mainly:

3.1.3 Support processes

The support processes provide the resources necessary for the proper functioning of all other processes. They are not directly related to a contribution of the productany outcome of a process or activity (see also ISO 9000, 3.4.2)'s added value but are still essential.

The support processes are often:

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3.2 Mapping

Interactions, process house, core process

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Par excellence process “mapping” is a multidisciplinary work with the quality manager as the natural owner. This is not a formal requirement of the ISO 31000 standard but is always welcome. 

The three types of processes and some interactions are shown in figure 3-3 and D 02. record

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Figure 3-3. Process house

Mapping, among other things, allows you to:

To obtain a clearer picture, you can simplify by using a total of about 15 core processes. A core processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) can contain several sub-processes: for example, the processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) "develop the MS" can involve: process

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3.3 Process approach

Benefits, process approach and continual improvement

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Simple solutions for now, perfection for later

The fourth principle of quality management is “Process approach” (see ISO 9000, 2.3.4). Some benefits:

Process approach: management by the processes to better satisfy customers, improve the effectiveness of all processes and increase global efficiency

When the process approachmanagement by the processes to better satisfy customers, improve the effectiveness of all processes and increase global efficiency (see also ISO 9004, Annexe B.5) is integrated during the development, implementation and continual improvementpermanent process allowing the improvement of the global performance of the organization (see also ISO 9000, 3.2.13 and ISO 14 001, 3.2) of a quality management systemset of processes allowing the achievement of the quality objectives (see also ISO 9000, 3.2.3), it allows one to achieve objectives that are related to customer satisfactiontop priority objective of every quality management system (see also ISO 9000, 3.1.4), as is shown in figure 3-4 (cf. ISO 9001, 0.2).

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Figure 3-4. Model of a MS-based on the process approach and continual improvement

The process approachmanagement by the processes to better satisfy customers, improve the effectiveness of all processes and increase global efficiency (see also ISO 9004, Annexe B.5) (cf. annex 09): record

For a consulting, support or repair business identifying and defining processes and mapping may not be very useful. More important is to establish and describe for example:

The process approachmanagement by the processes to better satisfy customers, improve the effectiveness of all processes and increase global efficiency (see also ISO 9004, Annexe B.5) is not:

gameMinute of relaxation. Cf. game: Process

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