Hi , I'm looking for some training presentation for ISO9001 2000 with process approach, I would like to training the people on this ,they already know about ISO but still need to know more about process approach .
Does any one have daily life example or presentation for this ?
Thanks

A very simple one yes...

Get a teabag and read the instructions and then do it. What you have is a very simple example of necessary inputs-required activity-desired output (process)

The same approach can be applied to nearly everything we do. Break it down by steps

A post of mine from another thread...

This is a Microloan organization in Africa. I downloaded their process mapping course and sent an e-mail of thanks.
Very pleasant response, "Glad to be of assistance."

http://www.microsave.org/toolkits.asp?ID=14

The Madfox

You must have missed a discussion on the above some 10 days back.
Attached is a ppt. presentation from Greg.

I have always had this mental block about the difference between a process and procedure! So the presentation Harry has just posted has helped a bit.

I always understood the process of transoforming inputs to get outputs etc.... but never really knew how procedures fitted in.

Can I think of it like this? Process is the bones of how the inputs are transformed into outputs. The logical steps on how it is done.

Then the procedure adds the meat to these bones, detailing the specifics of how each step can be acheived?

Is this the correct way to think of them. So a procedure is held together by one or more processes?

Is this the correct way to think of them. So a procedure is held together by one or more processes?

Hi manix,

You are correct in that sense.

Procedures provide detailed instructions on a sequence of steps performed for a given purpose. A procedure focuses on “how to do it” whereas a process generally focuses on “what to do.” The process describes the steps to follow that procedure. :)

Is this the correct way to think of them. So a procedure is held together by one or more processes?

Think of it this was: A process can exist without a procedure.

But a procedure can't exist without a process. If you make a procedure out of the blue based on nothing you have created a process, even if it's imaginary.

This is because the procedure puts the process into symbols on paper (or a screen)

Thanks Mdfox , Harry for your post :applause: :applause: I like them , and these is what I was looking for ¡

DiscordianI like the slogan you use @ process can exist without a procedure , But a procedure can't exist without a process @
I like that.... Im total agree with you
Thanks guy , this help me a lot ¡¡¡¡¡

You must have missed a discussion on the above some 10 days back.
Attached is a ppt. presentation from Greg.
I missed this, too. Thanks for a great training presentation, Greg!

Edited to add: And thanks to Harry for re-posting it, of course!

... So a procedure is held together by one or more processes?

Depending on where you begin and end the process. I would tend to say that a process can contain multiple procedures. In fact, procedures is one of the legs that make up a process turtle (see attached Sample).

Doug

I agree with the substance of what has been said by several others with respect to "processes" vs "procedures" and the definition I have always used of the latter is that "a procedure documents a process or set of inter-related processes".

Aren't semantics and context wonderful things within the English language? In the field of medicine, "procedure" often means a minor interventional technique (as opposed to a major technique called an "operation"). In these circumstances, what we in business management circles call a "procedure" is called a "protocol".

Whereas in diplomatic and other circles, "protocol" can mean ceremonial etiquette.......!

:confused:

No wonder lawyers in English-speaking countries make such a fine living!

Cheers

Lyn

Depending on where you begin and end the process. I would tend to say that a process can contain multiple procedures. In fact, procedures is one of the legs that make up a process turtle (see attached Sample).

Doug

I see that! You can think of the main objectives of your organisation as a process (very generally of course) and thus, think how many procedures you have within the running of the organisation to acheive successful completion of your process:

Inputs: Raw Materials, Quality and Cost Requirements (the main inputs)

Activities: Transforming the raw materials into finished products and whilst doing so, meeting the quality cost and delvery requirements

Ouputs: Finished product that meets with requirements.

Thanks, things are a bit clearer now! THE PROCESS APPROACH!!!

I see that! You can think of the main objectives of your organisation as a process (very generally of course) and thus, think how many procedures you have within the running of the organisation to acheive successful completion of your process:

Inputs: Raw Materials, Quality and Cost Requirements (the main inputs)

Activities: Transforming the raw materials into finished products and whilst doing so, meeting the quality cost and delvery requirements

Ouputs: Finished product that meets with requirements.

Thanks, things are a bit clearer now! THE PROCESS APPROACH!!!

Not sure that I agree...

I don't "think of the main objectives of an organisation as a process" - in fact I know that they are not! But how you set out to achieve them most certainly does involve process(es).

Your definitions may work for a manufacturing facility, but they are far less intuitive for a service organisation or administrative function. A lot of things that folk list as "inputs" are actually resources (methodologies, drawings, knowledge, machinery) which you most certainly don't want to be "transformed" by the process, otherwise you won't have them in a fit state to use them the next time.

We use this definition of a process: "A sequence of related tasks, triggered by an event and intended to achieve an Objective. It uses Resources and is subject to Influences". It works for all types of process, and make sa lot more sense to non-production line people. If you are looking for the "trigger" for a production run, it could be receipt of the customer order, or the production planner scheduling the next batch, or even someone switching a machine on.

Any help?

I see that! You can think of the main objectives of your organisation as a process (very generally of course) and thus, think how many procedures you have within the running of the organisation to acheive successful completion of your process:

Inputs: Raw Materials, Quality and Cost Requirements (the main inputs)

Activities: Transforming the raw materials into finished products and whilst doing so, meeting the quality cost and delvery requirements

Ouputs: Finished product that meets with requirements.

Thanks, things are a bit clearer now! THE PROCESS APPROACH!!!

So you are seeing the management system as a series of processes that interact with required inputs and transform them into desired outputs. But this does not answer your question about processes versus procedures. The example of the Heat Treat Process could be flowed as three distinct processes - Quenching - Drawing - Testing, and each has "a specified way to carry out that activity." But I would need to have something to ensure that the three are done in the right sequence or I will not obtain the desired output. That is why it is always important to know where you are beginning and ending a process.

Doug