2 Process approach T 23

• 2.1 Process
• 2.2 Process mapping
• 2.3 Process approach

2.1 Process

Process types, management, realization and support processes

Jokes on cosmetics

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. 

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:

• repeatable
• foreseeable
• measurable
• definable
• dependent on its context
• responsible for its suppliers

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

• title and type
• purpose (why?)
• beneficiary (for whom?)
• scope and activities
• initiators
• documents and records
• inputs
• outputs (intentional and not intentional)
• constraints
• 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 process review is conducted periodically by the process owner.

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

The components of a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) are shown in figure 2-1: 

Figure 2-1. Components of a process

• which materials, which documents, which toolings? (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 which competences? (people)
• with what, which machines, which equipment? (material resources)

Figure 2-2. 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 processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) sheets in the document pack D 02 and a list of processes in annex 03. 

Any organization (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 meet 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 documented information 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 shall 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's 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).

2.1.1 Management processes

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

The following processes can be part of this family:

• develop strategy
• establish policy
• plan
• address risks
• communicate
• acquire and manage resources
• negotiate contract
• establish process ownership
• conduct an audit
• improve

A list of risks is shown in annex 04 and the establishment of risk levels is shown in annex 05. 

The risk approach (cf. ISO 31000) is a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) with some distinct activities:   

• identification (list)
• analysis (impact)
• assessment (type and level)
• processing (options)
• monitoring and review (effectiveness)

The "Manage risk" processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) is shown in annex 07. An example of the "Risk Management" procedure is shown in annex 08. A risk mitigation action plan is shown in annex 09. 

2.1.2 Realization processes

The realization (operational) processes are related to the productany outcome of a process or activity (see also ISO 9000, 3.4.2) and contribute directly to increase the added value. 

They are mainly:

• receive, store and deliver
• control suppliers
• purchase (components)
• produce and package products
• clean and maintain equipment
• implement traceability
• analyze and test
• inspect production
• sell products
• control nonconformities
• implement corrective actions

2.1.3 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:

• control documentation
• provide information
• manage staff
• provide training
• keep accountability
• acquire and maintain infrastructure
• manage inspection means

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2.2 Process mapping

Process mapping and house

Par excellence processactivities which 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, 3.1.2) of the ISO 22716 standard but is always welcome. 

The three types of processes and some interactions are shown in figure 2-3 and annex 10: 

Figure 2-3. Process house

The mapping, among other things, lets you:

• obtain a global vision of the company
• identify the beneficiaries (customers), flow and interactions
• define rules (simple) for communication between processes

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 a quality management" can enter: 

• develop strategy
• establish policy
• address risks
• plan
• communicate
• deploy objectives
• acquire resources
• establish process ownership
• conduct an audit
• improve

Another example ("produce" processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1), figure 2-4): 

Figure 2-4. Produce process

Minute of relaxation. Game: Process

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2.3 Process approach

Process approach and improvement

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 9004, Annexe B.5) contributes enormously to the efficient management of the organizationa structure that satisfies a need (see also ISO 9000, 3.3.1) (cf. annex 11). 

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

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):

• emphasizes the importance of:
  • understanding and complying with customer requirements
  • of prevention so to react to unwanted elements such as:
    • customer returns
    • waste
  • 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
• allows one to:
  • better view inputs and outputs and their relationship
  • clarify roles and responsibilities
  • judiciously assign necessary resources
  • break down barriers between departments
  • decrease costs, delays and waste
• and ensures in the long run:
  • control
  • monitoring and
  • improvement of processes

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:

• 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.

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