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 others, 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 03). record

The components of a processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) 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.

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 ( * mandatory, cf. annex 04): record

 

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 ( * mandatory):

 

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 the ISO 22301 standard but is always welcome.

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

house
Figure 3-3. Process house

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 MS" can involve: processus

A list of Specific processes is shown in annex 04. record

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 fourth principle of quality management is “Process approach”, cf. ISO 9000, 2.3.4. Some benefits:

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

The integrated 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) 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 management system makes it possible to achieve the objectives linked to the protection of the company against crises, as is shown in figure 3-4.

bcms
Figure 3-4. Model of a BCMS based on process approach and continual improvement

The Proess approach (cf. annex 05): record

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:

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

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