Evaluate a process - Issue number

#1
Hello,

I am new in the field of quality (continuous improvement). My mission is to identify the documents and to evaluate the documents. However, I don't know how to evaluate and list the documents properly and to have a clear visual from an Excel. Would you have any ideas and suggestions please?
The purpose of the document (Process, Information, and press release) census in Excel is first to be better organized and to have an overview of the missing and existing documents. From this document, we must observe a tree structure of the documents and even the link between each document. I don't know how to do it.
There are several types of process categories (Finance, Security, Shipping, Ordering Management).
I want to create an Issue number.

PRC: Process
IN: Information
PRESS: Press release

Finance: 01
Security: 02
Shipping: 03
Ordering Management: 04

PCR/IN/PRESS-XX-XX-XX → general format​
PCR-03-01-00 _How to ship an order? → First process pour Shipping
IN-03-00_Order shipment → Information document of Shipping
PCR-03-01-01_Receiving the order → First Subprocess link to the process How to ship an order?
PCR-03-02_Processing the order → Second Subprocess link to the process How to ship an order?
PCR-03-03_Fulfilling the order → Second Subprocess link to the process How to ship an order?
Do you any idea of any issue numbe system that it is simple ?

Also, how can we evaluate the process? (maturity, risk...) - how do I do it? Do you have a general template for evaluating a process?

Thank you everyone,

Ch00Ch00
 
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Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#2
Welcome Ch00Ch00!

That's a big question.

I am following along in your numbering scheme, but I caution that people will need an easy, readily available reference to decode that.

I want to encourage you to avoid trying to maintain too many documents.

You lost me in the parts regarding First Subprocess link to the process How to ship an order? and Second Subprocess link to the process How to ship an order? Subprocess? Is that a process step? If it is, why link Receiving the order to Fulfilling the order?

1. Start with process flow. The order of clauses in the standard can be somewhat of a guide. Here is a general list off the top of my head:
  • Customer requirements
  • Identifying risks and opportunities for fulfilling customer requirements and the QMS in general
  • Process development and validation
  • Order receipt and processing, including scheduling
  • Procurement
  • Knowledge Management (HR, training, competency)
  • Production and Service
  • Monitoring and Measurement, including Calibration
  • Internal Audit
  • Corrective Action
I purposely left out Preventive Action because we should be addressing that in Risks and Opportunities. I don't want to confine thinking about that and Continual Improvement by trying to proceduralize these activities.

Sub-process steps or pages with fine detail can be included as Attachments or Appendixes.

2. Identify what happens in those processes, and compare that to existing procedures, if any.

3. Make updates as notes.

Procedures to not need to be long documents with dense text. They can be in whatever form guides and enables people to consistently do the right thing. Flow charts, diagrams, videos, flip charts, monitor displays, banners, and more are all okay if they are kept accurate, readily available to those who need them, understandable to users and safe from loss and disallowed alterations. Excel is fine. One of our members put all of his procedures in a Wiki. I regret never having had the chance to look at that. It sounds fascinating.

4. Make the procedures that are important to delivering consistent customer satisfaction and running the quality management system. Resist the urge to make unneeded procedures. If you do make documents, you may find that visuals are very helpful, especially for processes that deal with software interfaces or specific techniques.

I usually see procedures with a References section that links the procedure to related procedures. If your documents are kept in an online file system you might be able to make hyperlinks for them, but my experience has been that hyperlinks break and so are more trouble than they are worth. If a procedure user can also get access to the related document, it is enough to identify it.

Flowcharts can identify related procedures using the circle Connector symbol. Or you can make scripted flow charts, or swimlane flow charts if a flow goes from one process or group and back. Be cautious about swimlane flowcharts: they can get hard to understand if they become too densely packed with information.

I hope this helps.
 
#3
Welcome Ch00Ch00!

That's a big question.

I am following along in your numbering scheme, but I caution that people will need an easy, readily available reference to decode that.

I want to encourage you to avoid trying to maintain too many documents.

You lost me in the parts regarding First Subprocess link to the process How to ship an order? and Second Subprocess link to the process How to ship an order? Subprocess? Is that a process step? If it is, why link Receiving the order to Fulfilling the order?

1. Start with process flow. The order of clauses in the standard can be somewhat of a guide. Here is a general list off the top of my head:
  • Customer requirements
  • Identifying risks and opportunities for fulfilling customer requirements and the QMS in general
  • Process development and validation
  • Order receipt and processing, including scheduling
  • Procurement
  • Knowledge Management (HR, training, competency)
  • Production and Service
  • Monitoring and Measurement, including Calibration
  • Internal Audit
  • Corrective Action
I purposely left out Preventive Action because we should be addressing that in Risks and Opportunities. I don't want to confine thinking about that and Continual Improvement by trying to proceduralize these activities.

Sub-process steps or pages with fine detail can be included as Attachments or Appendixes.

2. Identify what happens in those processes, and compare that to existing procedures, if any.

3. Make updates as notes.

Procedures to not need to be long documents with dense text. They can be in whatever form guides and enables people to consistently do the right thing. Flow charts, diagrams, videos, flip charts, monitor displays, banners, and more are all okay if they are kept accurate, readily available to those who need them, understandable to users and safe from loss and disallowed alterations. Excel is fine. One of our members put all of his procedures in a Wiki. I regret never having had the chance to look at that. It sounds fascinating.

4. Make the procedures that are important to delivering consistent customer satisfaction and running the quality management system. Resist the urge to make unneeded procedures. If you do make documents, you may find that visuals are very helpful, especially for processes that deal with software interfaces or specific techniques.

I usually see procedures with a References section that links the procedure to related procedures. If your documents are kept in an online file system you might be able to make hyperlinks for them, but my experience has been that hyperlinks break and so are more trouble than they are worth. If a procedure user can also get access to the related document, it is enough to identify it.

Flowcharts can identify related procedures using the circle Connector symbol. Or you can make scripted flow charts, or swimlane flow charts if a flow goes from one process or group and back. Be cautious about swimlane flowcharts: they can get hard to understand if they become too densely packed with information.

I hope this helps.
Hello,

Thank you :)

You have enlightened me a lot and I will study it all.

However, I am also confused when I see it. I need to merge the processes all together to make it much clearer. And see all this with my colleagues.
How do you think I could create a simple document referencing (issue number)?

Have a nice Sunday,

Ch00Ch00
 

Jen Kirley

Quality and Auditing Expert
Staff member
Admin
#4
I don't understand when you say "merge the processes all together to make it much clearer. "?
 

Ninja

Looking for Reality
Staff member
Moderator
#5
FWIW, we had main and suffix numbers...such as a Manufacturing process like MP8-07.
Everyone who worked in that type of process knew that they worked in the MP8's...while I worked primarily in the MP11's.
It was one of the many, many ways available to have the numbers help guide folks to find stuff.

Never lose sight, however, that numbering them is not actually required. Make sure that if you bother numbering docs, and how you choose to number them, that it adds value to someone for doing so.
 

mattador78

Quite Involved in Discussions
#8
I'd commend you NOT to create a system like this. Use titles. There is absolutely no reason to use a numbering scheme - that's a hold over from the very early days when MS Windows didn't allow extensive file naming.
Thats the way i operate all documents here start with the department or the processes name before any numbering or revision makes things simple for some of our less educated staff members to find what they are looking for.
 
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