Process Auditing - Identifying/Monitoring "Key" Processes Sufficient?

[RHGJ1221]

My company is making the transition from QS to ISO9001:2000 and eventually probably to TS. I've done extensive searching in the forums and still have some questions. I was told by a QS auditor that when we switch over to a process-based system we should be careful not to define too many processes as each process identified must be audited, measured, etc. He suggested that 10-15 was probably typical. I believe the intent is to focus our attention on "Key" processes that we feel add value to our business and not spend resources on non-value-added or low-risk activities. So, we've identified a very limited set of high-level objectives that flow down into about twelve key processes each with lower-level metrics that support the high-level objectives that we feel are important to customer satisfaction. There are other processes in the overall system that we define in our high-level (overall) system map w/interactions that are not on this key process list and would not necessarily have corresponding metrics. For example, order entry is an obvious and necessary process, but in our system it is very low risk and not one selected as a "Key" process with a metric attached. Is that okay? We don't want to go overboard with so many supporting process metrics that we can't possibly maintain and utilize them. We would still pick this area up in a process audit as an input/output of other processes. Sorry for the long speech! I'd appreciate any input other Covers might have.

[fuzzy]

Sounds exactly fine to me; there's no requirement for a number of processes / objectives / metrics in the 9001 standard.

And Welcome to the Cove, RHGJ1221

[AndyN]

Welcome to the Cove - I love Colorado, where are you located?? (I'm an ex-Springs dweller, myself)

Firstly, your auditor is way off base here suggesting a number of processes and the reasoning behind keeping the number low is totally bogus!

What you have described sounds as if you're headed in the right way. Ultimately, though, it's your top management team that have to be able to 'talk to' the qms you've defined.

The transition to TS from QS (via ISO 9001:2000) is your opportunity to have your customers and management team derive some benefit from better process definition and control. They will define the number of processes, set the objectives and measurement criteria for those processes and review the results of those processes. When they see what they get, they can then take action to correct and improve.

Andy

[Madfox]

My $.02...

a) Map all the processes....

b) The key processes those that directly affect/interact with the customer

c) Others are support/managerial processes...

I've seen as few as four, and as many as 14...it's your call.

The Madfox

[eduveg]

The organization is the one that defines their processes.

Most of the times are already defined naturally for how the people call them in the organization. So try to don't change habits or implement new names to the ones already everyone calls them.

No specific number. They can be 3-4 or 20-30. You are ok thinking in the future about the mgmt of the system. If you find that in two processes they have almost the same indicatros, inputs, outputs (turtle diagrams), they can be probably joint in one.

[RHGJ1221]

First of all, thanks to all (Fuzzy, Andy, Madfox and Eduveg) for your input.

Andy - I'm in Western Colorado (Grand Junction).

I'm still working on senior management to keep them involved in defining the policies and objectives and with the exception of one or two individuals, it's like herding cats! However, they have updated our quality policy and took my initial proposed metrics and process list and refined it. Progress....!? I still have some more training to do to make sure they all understand their roles and responsibilities in the "new" system. They're scattered between three different facilities so it makes it a little more difficult.

Since we've been QS for over 10 years, I'm looking forward to the new structure of a performance-based system along with the process-approach to help re-energize our QMS. We tend to get in a rut without these types of changes to help us look at ourselves with a different perspective. Thanks again.