Which of these are Processes and should have Process Maps and why?

[Paul Simpson]

On another thread (or several) there has been some disagreement about what a process is. Perhaps covers could take part in a poll as to which of the "processes" listed is significant and their justification. I'll let the voting start and then give my vote.

[Phil Fields]

I voted that they all were processes, thay all have INPUTS and OUTPUTS.

[AndyN]

Some are - but then some are controls on a process (SPC) and some are activities. I know that there are long and painful debates about processes, but IMHO, there are some things in ISO 9001 (for example) which are called 'procedures' which I don't believe need to be treated (nor was it the intention, hence the name) as the 'value adding' processes of the organization. I know, I know, you can make anything into a process if you want, but, really, is Records Control a process?

Now, let the fun (or pain) begin.........thanks Paul, you may not know what you've started.........

[Benjamin28]

Business planning
Contract review
Document control
Change management
Management responsibility
Managing design changes


These are the processes I would single out as "significant" enough to be in my process map. I eliminated satisfying customer orders because I felt it was addressed by contract review and improvement processes. I also eliminated a few other less significant processes on the basis that they are singular activities or fall under the scope of more significant processes, i.e. annual budget is under business planning.

SPC and Calibration I felt were sub-processes, meaning they should fall under something along the lines of "Instrument control" and "Inspection" which engulf a broader spectrum of activities.

It's funny, I recall reading a post that mentioned COPs, MOPs, and SOPs recently, someone questioning whether their process map was robust and correct. There is a reason for grouping the processes in this manner as it allows you to better visualize where your core processes are and how they function together.

I almost always see a process listed as "Continual Improvement" or somethign similar to this as well....typically defined as encompassing inspection, spc, client feedback, surveys, etc...these kind of activities.

I would change the title to "which of these processes are significant and why" to avoid confusion, because as stated before, all of them are processes.

[Coury Ferguson]

Originally Posted by Benjamin28

Business planning
Contract review
Document control
Change management
Management responsibility
Managing design changes


These are the processes I would single out as "significant" enough to be in my process map. I eliminated satisfying customer orders because I felt it was addressed by contract review and improvement processes. I also eliminated a few other less significant processes on the basis that they are singular activities or fall under the scope of more significant processes, i.e. annual budget is under business planning.

SPC and Calibration I felt were sub-processes, meaning they should fall under something along the lines of "Instrument control" and "Inspection" which engulf a broader spectrum of activities.

It's funny, I recall reading a post that mentioned COPs, MOPs, and SOPs recently, someone questioning whether their process map was robust and correct. There is a reason for grouping the processes in this manner as it allows you to better visualize where your core processes are and how they function together.

I almost always see a process listed as "Continual Improvement" or somethign similar to this as well....typically defined as encompassing inspection, spc, client feedback, surveys, etc...these kind of activities.

I would change the title to "which of these processes are significant and why" to avoid confusion, because as stated before, all of them are processes.

They are all processes. The easy definition of a Process is:

Anything that has an input and creates an output is a process.

[Benjamin28]

Yes they are all processes, I said that. His question is which do you consider significant , not whether or not they are actually processes...

[Coury Ferguson]

Everyone that I see are worthy of process flows. Each of the process can have impact on the Bottom Line ($$$$) and Customer's expectations, at least in my opinion.

[Craig H.]

Well, all work is a process, so....

Anyway, my votes were for which should appear on an overall process map. Each could be flowcharted on their own, though.