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

Dr. IJ Arora · Feb 11, 2020

michelle8075 said:
Here I go again with another question.....
I am working on the process flow for ISO-9001:2000 and I just want to make sure I am doing this correctly. Something tells me that I am not....

My process map is not very detailed at all. We determined that all our "detailed" processes are actually our procedures. So why have them in two places (I can probably call out each procedure next to each process in the map, but I have not done that yet.

Our rough draft process map shows the customer giving us the order, us processing the order (not any detail there, literly it says "Receive Requirements from Customer via quote request, Sales w/ Mgmt perform contract review"). Then the map goes into basic Project Management, then Mech / Controls Design, etc.

Can a process map be this simple? We also have an old Process map the quality personnel before me did that is 36 pages long in VISIO. I think that is too detailed.

Looking on the cove I have seen every extreme. I guess, I am asking if just showing the "bare bones" process an order goes through our company, is that enough?

Everyone here has already provided me with valueable input on some other items I have going on. I appreciate it all! One day I am hoping to get to that Guru status too..... for now, I just need some solid help.

You have already received many inputs and suggestions and so I guess you know your answers. I use process mapping extensively and wanted to leave a few minor useful (according to my experience) inputs. Most processes I see are mapped in a silo fashion, meaning who reports to who. The idea of the process map should not be to just capture the hierarchy like a military reporting system! The process should give you a 50K foot view of the way the process actually works. This means players outside of the department, including outside of the organization (e.g. customers, vendors etc,.) if applicable should also be included.The outcome of the team in providing a confirming product should be the outcome. The process objective should be met and the procedure should end with a review to ensure continual improvement. Clause 4.4.1 of ISO 9001:2015 is a good clause to shape your processes on.4.4.1 b requires not only the sequence but in effect requires a core process as applicable for the TM. This then should flow into your key and support processes. Hope this helps?

Dr. IJ Arora · Feb 11, 2020

cncmarine said:
are you doing a process map for Lean or trying to fulfill requirements for Interrelation of Processes

Just as a learning for me, why are you differentiating the two? Processes should not only be mapped to meet the requirements of Clause 4.4.1, but more importantly to meet requirements and provide confirming products and services. Lean should then fit into these processes as a tool to bring further efficiency. Reduce the sigma and achieve the mean? meridian or whatever has been set as the measurable objective. Lean is not a requirement of the standard to operate the MS (management system) efficiently, it is a tool to further improve the MS once it is implemented well.

Dr. IJ Arora · Feb 11, 2020

michelle8075 said:
I am doing it for 9K2K, where it says "The organization shall establish , document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International standard. The organization shall b) determine the sequence and interaction of these processes".

I don't have in my process map anything about continuous improvement, Management Commitment, Measuring & monitoring... Control of Customer product, nonconforming material......

So, I just have the "bare bones" of what our company does. But I figured all my procedures covered the above items.

I just have a feeling I am way off... Don't have much help here at my job.

Exactly! If your processes are correctly mapped, they should start with an objective to be achieved and end with a review of the process for continual improvement.

Dr. IJ Arora · Feb 11, 2020

Greg B said:
Kimloree,

Welcome to the cove. This is an excellent idea and everyone could achieve it for their document map but does it truly show the processes?

May I Sir, suggest review of introduction to the ISO 9001:2015 Paragraph 0.1 General para 3 It is not the intend of the standard to..........

Gwhittaker22 · Jun 7, 2020

michelle8075 said:
Here I go again with another question.....
I am working on the process flow for ISO-9001:2000 and I just want to make sure I am doing this correctly. Something tells me that I am not....

My process map is not very detailed at all. We determined that all our "detailed" processes are actually our procedures. So why have them in two places (I can probably call out each procedure next to each process in the map, but I have not done that yet.

Our rough draft process map shows the customer giving us the order, us processing the order (not any detail there, literly it says "Receive Requirements from Customer via quote request, Sales w/ Mgmt perform contract review"). Then the map goes into basic Project Management, then Mech / Controls Design, etc.

Can a process map be this simple? We also have an old Process map the quality personnel before me did that is 36 pages long in VISIO. I think that is too detailed.

Looking on the cove I have seen every extreme. I guess, I am asking if just showing the "bare bones" process an order goes through our company, is that enough?

Everyone here has already provided me with valueable input on some other items I have going on. I appreciate it all! One day I am hoping to get to that Guru status too..... for now, I just need some solid help.

Hello Michelle:

Have you completed a SIPOC diagram for the organization?
Have you or are you planning to develop a value-stream map for the process?

Lean Six Sigma with active DMAIC.

I consider that for every unit operation in my process flow ,the accountants like to receive a mini-accounting statement. IBT = Unit Op.( Revenue-Cost ) /unit...

Nothing is achieved without a process, and processes always include cost!

George

BarbraIss · Jul 27, 2021

The short answer is "It depends." It depends on the purpose of the process map, and who are the users. If the map meets the needs of the users, then it works.

John Broomfield · Sep 17, 2021

Take a look at:

TeamFlow - Home

Recently upgraded

LisaNL · Apr 28, 2022

Hi all, for our company in the energy sector this overall process map was created after discussing our core processes. Maybe it's of use to others as well. Any ideas if this is OK for ISO 9001:2015? Thank you all for your kind input.
View media item 4580

John Broomfield · Apr 28, 2022

Looks good!

Suggestions:

1. Surely People (not a process) is Recruiting and Training for Competence?

2. Corrective Action is the Removal of Root Causes to Stop Recurrence (so why Preventive Action as a separate process when the whole system is meant to prevent nonconformity?).

3. Perhaps your system includes a process for Analyzing Data to Prevent Problems or Understand and Manage Risks?
The best time to start the management of risk is during planning so take another look at when your organization routinely does this.

4. I see no mention of the design of your services which you deliver to your customers. Perhaps you only deliver products which are wholly designed by your customers. Take another look for service design which may be tweaked for each project.

LisaNL · Apr 28, 2022

John Broomfield said:
Looks good!

Suggestions:

1. Surely People (not a process) is Recruiting and Training for Competence?

2. Corrective Action is the Removal of Root Causes to Stop Recurrence (so why Preventive Action as a separate process when the whole system is meant to prevent nonconformity?).

3. Perhaps your system includes a process for Analyzing Data to Prevent Problems or Understand and Manage Risks?
The best time to start the management of risk is during planning so take another look at when your organization routinely does this.

4. I see no mention of the design of your services which you deliver to your customers. Perhaps you only deliver products which are wholly designed by your customers. Take another look for service design which may be tweaked for each project.

Wow, thanks for your very quick and extensive response. Very much appreciated!.

1.
People is a resource. There are procedures to support the People part, but it's not a core process.
Same as plant & equipment. It's a resouce, supported by procedures
The core processes are the ones that make us money. That's our intake on core processes.
All the items to the sides are resources/processes to help achieve our core processes and deliver quality to our customer. they will have (sub) processes attched to them.

2.
Yeah, we have looked into that, but we have chosen to have them separate. We do have 1 CAPA form though.

3.
We have a Opportunity & Risk Management procedure. This is covered in quality planning, management review etc.
Would that have to be mentioned separately or would it be OK as long as you can explain how you manage risks?

4.
We have a separate design procedure. In the core processes, it's part of what we call the Manufacturing Process.
As long as we can show our procedure (and ofc evidence that we do what/how we say we do).

Thanks again for your input.

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

Dr. IJ Arora

Involved In Discussions

Dr. IJ Arora

Involved In Discussions

Dr. IJ Arora

Involved In Discussions

Dr. IJ Arora

Involved In Discussions

Gwhittaker22

Registered

BarbraIss

Registered

John Broomfield

LisaNL

Registered

John Broomfield

LisaNL

Registered

Similar threads