What I'm doing is this:
Identifying the company's "key business processes," usually 10-12 major processes such as Order Management, Design & Development, Materials Management, etc. These high-level flows become the Level 2 (System Maps) for the Business System, and they are also used to identify the Level 3 (procedures/work instructions) needed.
I then create a system-level view of how these key processes tie together; I can't show you this in text, but think of the process model picture that's in the standard (figure 1), but using the company's key processes instead.
This is particularly useful if the company has an intranet-based system; you can make each of the "boxes" or areas in this chart have a hyperlink to the associated System Map, which in turn links to the Procedures/Work Instructions.
I would love to hear how others are addressing this.
Personally I love the new process approach to the Standard. I'm so sick of the 20 elements.
This is more creative and can be implemented in a way that is much more meaningful to individual companies. I think it's going to be harder for auditors, but that's another whole topic.
Julie