I am confused...ISO 9001 section 4.1.e states that we must monitor, measure, and analyse these processes. Does this mean I have to monitor, measure, and analyse ALL of the processes that our company has identified???

I am confused...ISO 9001 section 4.1.e states that we must monitor, measure, and analyse these processes. Does this mean I have to monitor, measure, and analyse ALL of the processes that our company has identified???

Would you be interested how well stuff works at your company?

Processes are there for a reason/purpose. That's an objective.
You want to know how well the objective is met.

Keep this simple, because this monitoring business can get out of hand quick.

Stijloor.

I am confused...ISO 9001 section 4.1.e states that we must monitor, measure, and analyse these processes. Does this mean I have to monitor, measure, and analyse ALL of the processes that our company has identified???

Yes it does. You must monitor, analyze, and measure. Make it really simple, don't look at this as a big project to be undertaken. It is not as difficult as it sounds. You decide how you are going to meet the requirements and how you are going to present the data.

Just a note: I think you meant to reference paragraphs 8.2.3 and 4.1(e).

We have identified key products/processes for that clause. Yeah, I agree. That clause is absolutely insane.

We have identified key products/processes for that clause. Yeah, I agree. That clause is absolutely insane.

I like it! :D

Stijloor.

You may wish to do a search for this topic. We had an number of discussion about it! I, for one, don't believe that it's important to monitor, measure and analyze the 6 procedures required, for example, since I (persoanlly) see no value added reason and they're not fun, exciting for management or particularly related to business performance - but then others will disagree.:notme:

What is agreed is it needs to be kept simple - a bit like the dashboard on your car - key measurements which help you achieve your objective (s).......

One could argue that large and small processes are all over the place. Is there a performance metric for janitoring? If cleanliness is important to achieving good product or service for customer satisfaction, yes it should be monitored somehow.

That doesn't mean Management Review needs metrics on how many empty toilet paper rolls there were in the stalls come Monday morning. There should be metrics for processes that have an impact. One could argue that even payroll has an impact (It has an impact on me!) while others are more certain: on-time delivery rates, purchase orders completed within the desired cycle time frame, ppm defect rate, and so on. It needn't be elaborate or bureaucratic. But the people working the process need to have an idea of how they can tell it's going well, and what it would look like if things improved. That's basic.

That makes sense. I have a better idea of what I need to do now. I just didn't want to do a bunch of work for no reason....Thanks Everyone!!

Just remember, in essence, the standards are not really worried about how successful your business is, they´re worried about the "quality" aspects of your business (the business success is "implied" by having a "quality business"),

So, monitor and measure what you think is enough to maintain this quality. As a business, you surely will need to monitor and measure a lot more to guarantee that your business is successful.

P.S.: take care with auditors, which sometimes have a tendency to say "you should measure this, you not measuring this is a NC". In this case, ask them if they want to be your business partner, because these decisions is yours as the business owners, not theirs :-))