3 Process approach

 

3.1 Process

Process types, management, realization and support processes

3.1

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, outputs. processus

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 determined, among other thingss, by its:

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

Review: a 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 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 07.

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 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) of 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 type. 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 fall at least 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 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:

 

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 customeranyone who receives a product (see also ISO 9000, 3.3.5) satisfaction.

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 Process mapping

Process mapping and house

 3.2

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 either the ISO 9001 or IATF 16949 standards but is always welcome.

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

process house
Figure 3-3. Process house

In the outputs, do not underestimate unwanted productsany outcome of a process or activity (see also ISO 9000, 3.4.2) such as rubbish, pollution and rejects.

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 QMS" can involve: processus

Two other processactivities which 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 9004, Annexe B.5) contributes enormously to the efficient management of the company (cf. annex 08).

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 3-6.

qms
Figure 3-6. Model of a Quality Management System 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 9004, Annexe B.5):

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:

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3.4 PDCA cycle

pdca

The Deming cycle (figure 3-7) applies to the control of any process. FMEA is a process par excellence. PDCA cycles (Plan, Do, Check, Act) are a universal basis for continual improvement.

PDCA

Figure 3-7. The Deming cycle and FMEA

Plan – define the project, define the scope, bring the team together, deadlines not to be exceeded
Do – realize structure analysis, function analysis, failure analysis, cause analysis, risk analysis
Check – verify whether objectives are achieved, validate actions, optimize, implement control plan
Act - adjust, adapt, improve, react with preventive actions, find new improvements (new FMEA or new PDCA)

More information on the Deming cycle and its 14 points of management theory, you can consult the classic work “Out of the Crisis”, W. Edwards Deming, MIT Press, 1982.

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

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