Description of the Interaction of Processes - Para 4.2.2 c) - Seeking Examples

[howste]

The fact that you want to change what you already had shows me that you aren't doing this just for the auditor. Good luck on developing something useful for your people - if you have other questions, fire away!

 

[TSRao]

Re: Para 4.2.2 c) Description of the interaction of processes - Seeking Examples

I'am looking for a diagram

Regards

T S Rao

 

[atitheya]

Re: Para 4.2.2 c) Description of the interaction of processes - Seeking Examples

I personally believe that process interaction description is of good use. Some benefits have already been described by Howste.

It is also useful if one wants to examine the effectiveness of one process (A) for the interacting (following) process (B). Considering the process (B) as an internal customer, the process (A) has to effectively provide its outputs to be good inputs for process (B). (Systems approach)

I have been using the process interaction matrix as provided by Howard, and has been often pondering to use something like the matrix provided by Howste which briefs the interactions and helps in determining a criteria for examining the above effectiveness.

 

[C123456]

Re: Para 4.2.2 c) Description of the interaction of processes - Seeking Examples

Hi everyone,

I wonder if someone out there could help me please.

I need to show on a flow chart how the support and infrastructure processes interact with the core processes, eg. purcasing, quality, human resources including training, distribution /logistics/planning, information systems.

My company is preparing to upgrade to ISO 9001:2008 and our registrar asked me to do the above and Im not sure how to proceed.
If anyone has come up against this Id appreciate any help, maybe examples of flow charts.

Thanks in advance
Cora.

 

[Stijloor]

Re: Para 4.2.2 c) Description of the interaction of processes - Seeking Examples

Hi everyone,

I wonder if someone out there could help me please.

I need to show on a flow chart how the support and infrastructure processes interact with the core processes, eg. purchasing, quality, human resources including training, distribution /logistics/planning, information systems.

My company is preparing to upgrade to ISO 9001:2008 and our registrar asked me to do the above and I'm not sure how to proceed.
If anyone has come up against this Id appreciate any help, maybe examples of flow charts.

Thanks in advance
Cora.

Cora,

Look here: Interactions Of Processes Examples.

Many "Interaction-type" documents. Please pick and choose......

Stijloor.

 

[C123456]

Re: Para 4.2.2 c) Description of the interaction of processes - Seeking Examples

Thanks so much for your help, there was a lot to choose from there, I'm on the right track now

Regards,
Cora.

 

[kgott]

I think this is a good way to go. I have seen a matrix similar to this on another thread and avilable form quality works.. My problem is I cant understand how it works. Seems it merely links the same the same two process from the top and the side accept where each two same processess intercede.

Any ideas??

thanks

 

[kgott]

I've read quite a few posts about this topic and I like others find it very difficult to deal with.

From what I have learnt from trawling the net is that for this and any all other requirement to be met and "work" any description of process interactions has:

to be at a high level
must able to be read with ease
is easy to understand and grasp

To this extent I think this graphic from a previous company I worked for is as good as any. I am the first to admit it's not perfect but then I did not draw it either.

All feedback welcome and I hope it helps. (I think the grapfic is attached)

 

[howste]

I think this is a good way to go. I have seen a matrix similar to this on another thread and avilable form quality works.. My problem is I cant understand how it works. Seems it merely links the same the same two process from the top and the side accept where each two same processess intercede.

Any ideas??

thanks

I posted the matrix above years ago as an example of how a matrix could be used. It does only what the standard requires: describes the interactions between the various processes of the QMS.

Generally the matrix is not the method I use in quality manuals though. In another thread I posted an example of the type of process map I usually prefer: Sample process map2.ppt. It describes, at a very high level, what the interactions are between the processes. It also identifies process sequence and where standard requirements are met.

I've read quite a few posts about this topic and I like others find it very difficult to deal with.

From what I have learnt from trawling the net is that for this and any all other requirement to be met and "work" any description of process interactions has:

to be at a high level
must able to be read with ease
is easy to understand and grasp

To this extent I think this graphic from a previous company I worked for is as good as any. I am the first to admit it's not perfect but then I did not draw it either.

All feedback welcome and I hope it helps. (I think the graphic is attached)

Since you asked for feedback, I have two concerns with the graphic you posted. First, it seems to me that it describes documents and activities done within each process, but doesn't describe the interactions between the processes as required by 4.2.2c.

Second, the only processes that are listed are product realization processes. Note 1 under 4.1 in ISO 9001 states: "Processes needed for the quality management system referred to above include processes for management activities, provision of resources, product realization, measurement, analysis and improvement." The graphic is missing the management, resource provision, measurement, analysis and improvement processes that are important to an effective QMS.

 

[Bill Marshall]

I'd like to add IDEF0 process maps as another example of a tried and tested method. They show the relationships between processes in terms of inputs, outputs, controls and resources and can be nested to show increasing levels of detail from company overview to department tasks.

They illuminate the process for management, staff (and auditors !) and can be used to train staff, as well as link them to the written procedures and forms they need in order to manage an individual process.

The attached example is used by one of my clients as an online contents list - the supporting documents can be accessed by clicking on the individual process.