3 Process approach T 21

 

3.1 Process

Process types, management, realization and support processes

3.1

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 and outputs. processus

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:

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

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 02). record 

Review: survey of a file, product or process so as to verify if pre-set objectives are achieved

The components of a process are shown in figure 3-1: processus

process components
Figure 3-1. Components of a process

 Figure 3-2 shows an example that helps to answer some questions:

process
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).

You can find some examples of processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) sheets in the documentany support allowing the treatment of information (see also ISO 9000, 3.8.5) pack D 02 and a list of processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) in annex 03record

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 documented informationany support allowing the treatment of 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 types. 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 at least fall into one processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1).

 

3.1.1 Management processes

Management processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) are also known as piloting, decision, key or major processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1). They take part in the overall organization and include elaboration of the policy, deployment of the objectives and all needed checks. They are the glue holding together all of the realization and support processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1).

The following processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) can be part of this family:

 

3.1.2 Realization processes

The realization (operational) processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) 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 customeranyone who receives a product (see also ISO 9000, 3.2.4)   satisfaction.

They are mainly:

A specific aspect of the aerospace industry is the use of special processes such as:

A broad consensus was reached on standards and accreditation of processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) and special productsany outcome of a process or activity (see also ISO 9000, 3.7.6) by Nadcap (National Aerospace and Defense Contractors Accreditation Program).

 

3.1.3 Support processes

The support processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) provide the resources necessary for the proper functioning of all other processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1). 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 processesactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) are often:

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3.2 Process mapping

Process mapping and house

 3.2

Par excellence mapping processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) is  a multidisciplinary work. This is not a formal requirementexplicit or implicit need or expectation (see also ISO 9000, 3.6.4) either of AS9100D 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 (to simplify the figure, some processes are not shown).

house
Figure 3-3. Process house

Examples of interested partiesperson, group or organization affected by the impacts from a company (see also ISO 14001, 3.2.3): investors, customersanyone who receives a product (see also ISO 9000, 3.2.4)  , employees, external providersan entity that provides a product (see also ISO 9000, 3.2.6) and society.

The mapping, among other things, allows you to:

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

Two other processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) examples ("design", figure 3-4 and "produce", figure 3-5) are: processus

conception
Figure 3-4. Design process

produce
Figure 3-5. Produce process

smileyMinute of relaxation. Game: Process

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3.3 Process approach

Process approach and continual improvement

 3.3

Simple solutions for now, perfection for later

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) contributes enormously to the efficient management of the company (cf. annex 04). record

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

When 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 an aerospace 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 3-6.

aqms
Figure 3-6. Model of an AQMS based on 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 9001, 03):

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 not:

smileyMinute of relaxation. Paganini's violin concert performed with facial expressions.

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