Linking Business Process Map with Sub-Process Process Map

[nickh - 2011]

Instead of PowerPoint, you could use Excel. The sub-processes can either be in separate Excel documents or other worksheets within the same document.

Excel lets you add a hyperlink to a flowchart symbol, but it will not let you link to another symbol. The workaround is to just link to a cell nearby the target process.

Here's an example:
http://www.breezetree.com/articles/h...rt-symbols.htm

[Disclaimer: that's my site.]

[Neil V.]

In Reply to Parent Post by nickh

Here's an example:
http://www.breezetree.com/articles/h...rt-symbols.htm

Another good idea...I checked out the link and video, pretty impressive. I like the idea of linking to a different worksheet within the same document. I'll have to explore more. Thanks!

[Patricia Ravanello]

Hello Neil,

I can see that you already understand that you should have 2 levels of "instructional documents" in your business operating system:

1) Procedures (which capture all your key processes - customer-, support-, system- and management-oriented)
2) Work Instructions which are the "fine print" in the procedures, and which provide further detail where and if necessary.

I have attached a flow chart of Phase 8 of the the 10 phases of our Product Realization Procedure. The supporting and/or associated Work Instructions (as well as procedures, where applicable), are identified within the text of the Procedure (easily identified in RED Text). When you open the procedural document, you can hyperlink to any of the sub-processes without having to search for the Work Instructions.

The green (input) and pink (output) shapes on the sides of the "Processes" are the necessary inputs and outputs to each step. The person responsible is identified at the beginning of each process. (Additionally, for internal auditor reference, we have included the applicable TS requirement, in the yellow boxes, which can be "visible" or "invisible" to viewers as desired (per MS-Visio layering).

This methodology precludes the need for "Turtle Diagrams", and helps people understand the "Macro" view of company Key Processes and their links to other Procedures as well as Work Instructions.

...Just another option.

Patricia

[rjmsteel]

Hello Patricia,

The methodology for key processes and procedures you have developed is; to us, (in the steel processing business), an excellent, user friendly system which encompasses, links & identifies all the metrics we developed for our QMS, Policy manual, etc.

If possible, and very much appreciated, could I see some more of your flow charts, (we have seen your past attachments), especially for Full Production-Product Realization Process.

Rich in steel processing.

[Patricia Ravanello]

To: RJM Steel,

Thanks for your comments. I would like to help you if I can. Is there any particular process that you're interested in? If it's more convenient, you can call me and we can talk - I can be reached at 519-252-9009 (Windsor, Ontario, Canada).

Patricia Ravanello

[Neil V.]

In Reply to Parent Post by Patricia Ravanello

....and helps people understand the "Macro" view of company Key Processes and their links to other Procedures as well as Work Instructions.

...Just another option.

Patricia

Patricia, I like this alot as well. You mention that this is phase 8 of 10, I suppose you could even go one level higher and have a process map of the 10 key processes....I think i'm getting close to saying buh-bye to our inch-and-a-half thick Work Instruction binder seeing that the w.i. can be linked digitally...Our registrar alluded to using our process map in place of hard copies of our QMS, but I wasn't sure where to start....Great example, thanks to all for sharing

[Patricia Ravanello]

Hi Neil
I'm always grateful for feedback from objective third parites...thanks for your comments.

You wrote: "You mention that this is phase 8 of 10, I suppose you could even go one level higher and have a process map of the 10 key processes...."

You are right...and there is a process map of the 12 key processes of the management system (in addition to the 10 phases of Product Realization). All companies are required to create one in response to ISO 9000 (and ISO/TS 16949).

Per 4.1 General Requirements:

Clause 4.1.a : identify the processes needed for the quality management system and their application throughout the organization,

Clause 4.1.b: determine the sequence and interaction of these processes.

Most companies answer this requirement by plotting out the phases of Product Realization and creating links to their management system. That's not what the requirement asks for, and it doesn't answer the question of the sequence and interaction of the KEY Processes themselves. Each organization should first define the Management System Processes, their sequence and interaction, and then subsequent to that, map out how each process is implemented. Within those process flowcharts, as you've seen in my attachments, you link the processes to one another, and as applicable, to lower level documents like Work Instructions, etc.

Most of the examples I've seen posted on this site are incorrect, and most Auditors don't challenge these "maps". I'm not sure that auditors really know the difference either. If done properly, the Key Processes Map is one of the most important documents in your system, and one of the best tools for training and orienting employees to the workings of the "System", (and not just to Product Realization).

The whole of section 4.1 General Requirements is very specific. It refers almost exclusively to the "Management System", and not to Product Realization. The NOTE at the end of 4.1 is a further clue that their focus is not "Product Realization", since they include Product Realization as just "one" of the processes that need to be included in the "System".

How has your company responded to this requirement?

Thanks again,
Patricia

[Helmut Jilling]

In Reply to Parent Post by Patricia Ravanello

....
Per 4.1 General Requirements:

Clause 4.1.a : identify the processes needed for the quality management system and their application throughout the organization,

Most of the examples I've seen posted on this site are incorrect, and most Auditors don't challenge these "maps". I'm not sure that auditors really know the difference either. If done properly, the Key Processes Map is one of the most important documents in your system, and one of the best tools for training and orienting employees to the workings of the "System", (and not just to Product Realization).

The whole of section 4.1 General Requirements is very specific. It refers almost exclusively to the "Management System", and not to Product Realization. The NOTE at the end of 4.1 is a further clue that their focus is not "Product Realization", since they include Product Realization as just "one" of the processes that need to be included in the "System".

What I see most is a high level map showing all the defined processes of the organization. These become the map that shows how they sequence. Then, most will have a map or diagram for each process showing the greater detail (inputs, outputs, criteria, metrics, objectives, etc.).