3 Process approach T 16

• 3.1 Process
• 3.2 Process mapping
• 3.3 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 and 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, among other things, determined by its:

• title and type
• purpose (why?)
• beneficiary (for whom?)
• scope and activities
• initiators
• documented information
• 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 02).  

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: 

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).

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 03. 

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:

• develop strategy
• establish process ownership
• establish policy
• address risks
• implement preventive actions
• plan the QMS
• acquire and manage resources
• communicate
• negotiate contract
• conduct second-party-audits
• measure customer satisfaction
• analyze data
• conduct an audit
• conduct management review
• improve

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:

• guarantee product safety
• elaborate contingency plans
• maintain equipment
• manage metrology
• carry out FMEA
• carry out process review
• design and develop
• assess embedded software
• manage special characteristics
• approve product
• purchase components
• control outsourced processes
• manage external providers
• meet statutory and regulatory requirements
• produce
• receive, store and deliver
• implement control plan
• implement traceability
• manage changes
• use alternate methods
• sell products
• approve rework and repair
• dispose of nonconforming products
• inspect production
• control nonconformities
• implement corrective actions
• solve problems
• use error-proofing devices

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:

• manage staff
• acquire and maintain infrastructure
• manage inspection means
• manage laboratory
• provide training
• verify auditor competency
• empower employees
• provide information
• control documentation
• keep accountability

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3.2 Process mapping

Process mapping and house

Par excellence processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) "mapping" is par excellence a multidisciplinary work. This is not a formal requirementexplicit or implicit need or expectation (see also ISO 9000, 3.6.4) of either ISO 9001 or IATF 16949 standards 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

In the outputs, do not underestimate unwanted productsany outcome of a process or activity (see also ISO 9000, 3.7.6) such as rubbish, pollution and rejects.

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

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, the processactivities that transform inputs into outputs (see also ISO 9000, 3.4.1) "develop the QMS" can involve: 

• develop strategy
• establish policy
• address risks
• plan the QMS
• acquire resources
• establish process ownership
• improve

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: 

Figure 3-4. Design process

Figure 3-5. Produce process

Minute of relaxation. Game: Process

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3.3 Process approach

Process approach and continual 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 9001, 03) contributes enormously to the efficient management of the company (cf. annex 04). 

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 3-6.

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 9001, 03):

• emphasizes the importance of:
  • understanding and complying with customer requirements
  • prevention so as 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
    • analysing 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

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:

• 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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