Clause 4.1 process - Is it necessary to map and identify performance parameters?

[oalbas]

hi everybody,

i am following this net site for some time. i am new in a company who has a iso 9001:2000. however, there has been 3 processes mapped and identified with responsibles, performance parameters. for instance, my company does design, but, design process is not mapped and performance parameters were not identified, instead, there are procedures which define how to make the design.

my question is: is it necessary to map (with flow-charts) and identify performance parameters and to measure them for design in my company? or, is it enough that it is defined in procedures only?

 

[Howard Atkins]

Welcome to the Cove

The standard at 4.1.requires that you

1. identify
2. determine the sequence and interaction
3. ensure resources to support and monitor
4. monitor measure and analyze
5. continually improve

my question is: is it necessary to map (with flow-charts) and identify performance parameters and to measure them for design in my company? or, is it enough that it is defined in procedures only?

No where does it say that you need a flowchart, map or any other graphic display, but this has been used to demonstrate easily point 2.
As long as you can show that you are applying these requirements then you can do it how you like.

 

[Claes Gefvenberg]

Hello oalbas, and welcome to the Cove

my question is: is it necessary to map (with flow-charts) and identify performance parameters and to measure them for design in my company? or, is it enough that it is defined in procedures only?

I suggest a look at these similar threads:

Can flowcharts replace Procedures?
Formats: Text Procedures vs. Flow Charts
Can QP Procedures be in Flowchart format??

/Claes

 

[oalbas]

thanks for the answers. to make thinks clear for me:

1. the company has to define its processes for management responsibility, resource management, product realization, measurement ,analysis. (according to note below 4.1). this can be done by either procedures or flow-charts.

2. there are main processes and suport processes in a company. so, each of them has to be identified.

3. and, these main and support processes has to be monitored, measured and analyised.


my question is, all of the processes in a company (main or support) has to have measurable performance criteria defined? if not, have can them be measured and analyised? (is it enough that they are reviewed with internal audits?)

thank you.

 

[Howard Atkins]

Yes that is right
You can choose to monitor in any manner,for example an internal audit schedule is monitoring

You can choose the criteria to measure and analyze, we want to see that the process is effective and maybe find improvement.

To pass an audit, yes/no is measurable
In the design function the timetable and cost are critical areas to measure

It is not complicated but rather good management practice.
Decide what you do, how you do it, with what and if you succeed

 

[oalbas]

and, in the case of iso 9001:2000 certification audit, the auditor will want to see all our processes are defined, interactions between them.

so, is it enough that i show the written procedures related with iso 9001:2000 to the auditor only? i mean, before me, only 3 processes was flow-charted and prepared some measurable metrics:namely Purchasing, Product Realisation, Product Sales. We do design also, but it has not been flow-charted and there is no measurable metric for it. But, there are procedures defining the design process stages. The same is true also for the other processes of the company.

Is it enough, or design and some other processes need to be defined with measurable metrics?

 

[M Greenaway]

Oalbas

Have you defined any quality objectives yet ? (you can ditch the word 'quality' from that question if it helps)

You should then identify which processes support your objectives, then apply measures or monitoring of those processes towards those objectives.

You can define your processes in written text format, however you may then need some over-arching document that ties them all together.