Process Mapping - Process Flow and Interactions of Processes - ISO 9001

I finally got a chance to re-visit this thread and I just wanted to say Thank You for your input and attachments. It's been awhile since the last post and if you have any new / updated info to attach, please do!

Working on getting up to speed on ISO9000. Does it require that we have process flow charts? Or is this a best management practice. Our Quality manual states we have supporting documentation for each section that includes maps. I have found a few, notg sure I want to generate all the remaining ones (training map, sales order map, etc..) if it is not a requirement. The actual processes we do for our customers are included on a flowchart. I have attached a blank copy.

Here is an sample deployment flowchart that describes what an organization does to develop its process-based management system:

Our management manual contains the high level overview process map of the entire process company wide. Our SOP section of the QM breaks each process down into a seperate process maps by the process outlined in the management manual. For instance the overview process map says "design development, 3.0", but turn to the section 3.0 of the SOP and you will find that our process for design/development is 3.0 thru 3.17. which shows greater detail of inputs and outputs. And no the processes our not written out that much, At the end of each process we state "refer to the associated work instruction," which is the spelled out, detailed instructions or third level document located at the point of use.

Hi all, is it possible for you to take a look at my Interaction of Processes map? I find alot of the diagrams over - complicated and wanted to keep mine as simple as possible. Without referencing individual procedures, I have just used terms e.g Management, or New Business. Is this okay. Any advice would be appreciated

Stephen:
I'm having a problem with the way a couple of things are shown, like the line connecting 'management' to 'customer requirements/satisfaction'. I don't see a clear definition of 'processes' and their interaction, just a set of boxes with lines running between them.
You're correct to keep it simple, but I'd be interested to know what your management would describe if you asked them to talk me through the diagram. It's a challenge for sure, trying to keep from making a parody of the ISO requirements but at the same time defining a 'real' picture of how the business functions.

I'd suggest you get your management in a room, lock the door, use a whiteboard or flip chart and ask them - "How do we operate?" and have them draw it......... Trust me it'll be interesting!

Just to add to AndyN's comments. If the identification of processes (4.1) and the process interrelationship (4.2.2) are to be meaningful they are written in terms of what the organization does. So if you make widgets then there should be a box "Make widgets" and if part of the top management activity includes an annual budget setting process then there should be a box "Set budgets."

Only after you have gone through Andy's "locked room" exercise should you start to document all of this and map it against clauses of the standard.

Thanks for your comments guys. I'm not far away from cracking this but not quite got my head around it yet.


Paul Simpson - I had intended the middle operational box to detail what the organisation does. We do CRB checks, we do Media and Production, we do events, we do administration.

In terms of 'what management does, I had intended to use the broad box of Management to show that management links to other aspects of the company, and then management procedures would include -set budgets, HR etc.

The business development box would show that the Business Devlopment dept relate to customers/analysis etc but again the flowcharted procedures would detail eg. QP/1 Targetting New Business, QP/2 Tender process, QP/3Customer Percetion Monitoring.

If I replaced the box for New Business with the titles of all the flowcharted procedures for that department would that be more like it?

Thanks again for your help, i'm going to search around some more and hopefully nail this tomorrow.

Hi Paul.

When I look at the process map. I can see inputs and outputs right up to Measurement/Analysis & Improvements. Then the process flow goes to Management? Management involvement is continous flow and I hate to be the third wheel here and agree with the other two informed posters, but the connection line with Management to Cust. Satisfaction,doesn't work. If you lump all the other processes in operational, wouldn't be best to lump in training?

Mikey in the OC.

Frustrated Quality Managers make for lousy conversationist

stephenh said:

Thanks for your comments guys. I'm not far away from cracking this but not quite got my head around it yet.

Paul Simpson - I had intended the middle operational box to detail what the organisation does. We do CRB checks, we do Media and Production, we do events, we do administration.

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OK. But do you do all of these together or can one process follow another.

For example do you ever get an administration contract after a CRB check contract. This interrelationship could be covered in your map.

Also you have listed below a range of processes that make up business development. Some of them may apply to all of the operational processes, some may not. For example if you have a series of standing contracts for (for example) CRB checks then you may not choose to have "Targetting new business" as a preceding process.

Similarly "Customer perception monitoring" will rely on outputs from the operational processes going into it and then feeding back into the management process and then back into the operational processes again (as resource requirements, process controls (for example) are changed.... following so far?

stephenh said:

In terms of 'what management does, I had intended to use the broad box of Management to show that management links to other aspects of the company, and then management procedures would include -set budgets, HR etc.

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OK. The difficult thing is to show where these support processes interface with core (operational and business development) processes. As mentioned earlier if you don't have anything called "Management" that anyone else in the company recognizes then it is difficult to see how the process map helps.

stephenh said:

The business development box would show that the Business Devlopment dept relate to customers/analysis etc but again the flowcharted procedures would detail eg. QP/1 Targetting New Business, QP/2 Tender process, QP/3Customer Percetion Monitoring.

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As above, not all of these would necessarily apply as inputs to all operational processes.

stephenh said:

If I replaced the box for New Business with the titles of all the flowcharted procedures for that department would that be more like it?

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Yes. If the processes are separate then they should be listed separately. There may be ways of simplifying the diagram afterwards but, without knowing exactly how your business operates it is impossible to judge.

stephenh said:

Thanks again for your help, i'm going to search around some more and hopefully nail this tomorrow.

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Thanks for taking the advice in the right spirit. As AndyN suggested a locked (darkened ) room and perhaps some sticky notes would be time well spent!