3 Process approach
3.1 Process
Process types, management, realization and support processes
The word processactivities that 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 that transform inputs into outputs (see also ISO 9000, 3.4.1) transforms inputs into outputs, creating added value and potential nuisances.
A processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) has three basic elements: inputs, activities, outputs. .jpg)
Process: activities that transform inputs into outputs
A processactivities that 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 that transform inputs into outputs (see also ISO 9000, 3.4.1) is:
- repeatable
- foreseeable
- measurable
- definable
- dependent on its context
- responsible for its external providers
A processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) is determined, among others, by its:
- title and type
- purpose (why?)
- beneficiary (for whom?)
- scope and activities
- initiators
- documentation
- inputs
- outputs (intentional and not intentional)
- restraints
- people
- material resources
- objectives and indicators
- person in charge (owner) and actors (participants)
- means of inspection (monitoring, measurement)
- mapping
- interaction with other processes
- risks and potential deviations
- opportunities for continual improvement
A processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) review is conducted periodically by the processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) owner (cf. annex 03). 
The components of a processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) are shown in figure 3-1:
Figure 3-1. Components of a process
Figure 3-2 shows an example that helps to answer some questions:
- which materials, which documents, which tooling? (inputs)
- which title, what objective, which activities, requirements, constraints? (process)
- which products, which documents? (outputs)
- how, which inspections? (methods)
- what is the level of performance? (indicators)
- who, with what competence? (people)
- with what, which machines, which equipment? (material resources)
Figure 3-2. Some elements of a process
Often the output of a processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) is the input of the next processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1).
Any organizationa structure that satisfies a need (see also ISO 9000, 3.2.1) (company) can be considered as a macro processactivities that 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, 3.2.4) needs and expectations) and its outputs (products/services to meet customeranyone who receives a product (see also ISO 9000, 3.2.4) requirementsexplicit or implicit need or expectation (see also ISO 9000, 3.6.4)).
Our preference is to identify a processactivities that 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 that transform inputs into outputs (see also ISO 9000, 3.4.1) of the company's department or proceduredocument describing the to carry out a process (see also ISO 9000, 3.4.5 and documented information) to maintain and recall the purpose of the processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1).
The processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) are (as we shall see in the following paragraphs) of management, realization and support type. Do not attach too much importance to processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) categorizing (sometimes it's very relative) but ensure that all the company's activities fall at least into one processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1).
3.1.1 Management processes
The following processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) can be part of this family:
- develop strategy
- address risks
- develop policy
- establish process ownership
- improve
- audit internally (mandatory), cf. annex 04
- delegate decision-making (mandatory), cf. annex 04
- communicate
- plan the MS (management system)
- acquire resources
- conduct management review
- deploy objectives
3.1.2 Realization processes
They are mainly:
- manage operational requirements (mandatory), cf. annex 04
- purchase
- sell
- produce
- inspect
- receive, store and deliver
- control nonconformities (NC)
- carry out corrective actions
3.1.3 Support processes
The support processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) are often:
- control documentation
- provide information
- acquire and maintain infrastructure
- provide training
- manage inspection means
- manage personnel
- keep accountability
3.2 Process mapping
Process mapping and house
Without mapping it is difficult to have a global vision of the company
Par excellence processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) mapping is a multidisciplinary work. This is not a formal requirementexplicit or implicit need or expectation (see also ISO 9000, 3.6.4) of ISO 37001 or ISO 9001 but is always welcome.
The three types of processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) and some interactions are shown in figure 3-3:
Figure 3-3. Process house
Mapping, among other things, allows you to:
- obtain a global vision of the company
- identify the beneficiaries (customers), flow and interactions
- define rules (simple) for communication between processes
- plan the ABMS
- develop strategy
- prevent bribery risks
- identify bribery risks
- develop anti-bribery policy
- deploy objectives
- deal bribery risks
- improve
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Minute of relaxation. Game: Process
3.3 Process approach
Process approach and continual improvement
Simple solutions for now, perfection for later
The fourth principle of quality managementactivities allowing the control of an organization with regard to quality (see also ISO 9000, 3.3.4) is “Process approach”, cf. ISO 9000, 2.3.4. Some benefits:
- obtain a global vision of the company thanks to the mapping
- identify and manage responsibilities and resources
- achieve effective management of the company based on process indicators
- manage the risks that may affect the objectives
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 9001, 03) is integrated during the development, implementation and continual improvementprocess allowing the improvement of the global performance of the organization (see also ISO 9000, 3.3.2) of a quality management systemset of processes allowing the achievement of the quality objectives (see also ISO 9000, 3.5.4), it allows one to achieve objectives that are related to customer satisfactiontop priority objective of every management system (see also ISO 9000, 3.9.2), as is shown in figure 3-4.
Figure 3-4. Model of a MS based on process approach and continual improvement
The process approach (cf. annex 05):
- emphasizes the importance of:
- understanding and complying with stakeholder requirements
- prevention so as to react to unwanted elements such as:
- proven bribery
- suspected bribery
- measuring process performance, effectiveness and efficiency
- permanently improving objectives based on pertinent measurements
- process added value
- relies on:
- methodical identification
- interactions
- the sequence and
- process management, which consists of:
- determining objectives and their indicators
- piloting related activities
- analyzing obtained results
- permanently undertaking improvement
- allows one to:
- better view inputs and outputs and their relationship
- clarify roles and responsibilities
- judiciously assign necessary resources
- break down the barriers between departments
- decrease costs, delays and waste
- and ensures in the long run:
- control
- monitoring and
- continual improvement of processes
- crisis management ("You will not solve the problems by addressing the effects")
- blaming people ("Poor quality is the result of poor management." Masaaki Imai)
- prioritizing investments ("Use your brain, not your money." Taiichi Ohno)
Minute of relaxation. Paganini's violin concert performed with facial expressions.