How do you decide what is a Process, a Procedure or Work Instruction?

[Helmut Jilling]

Re: How do you decide what is a process, procedure or work instruction?

... For other subjects that are ...still organization activities, I use to right specifications or procedures, but don't consider them as processes.

If it is something you do, it is probably a process, subprocess, or activity... whatever you want to call it.

Gary, wasn't it your comment I applauded in the other thread, that, "if you do it, it's probably a process!" Brilliant and simple.

And if you do it, but you don't define it as a process or part of a process, then it falls off the radar screen and you don't improve it...

You don't "decide" whether something is a process. The processes in your organization are already there. They are designed in. Your job is to find them all, like Easter eggs.

For example, if you buy stuff, you have a purchasing process. You can call it something else, or you can bury it inside another process and call it a subprocess. But, the point is, it is there in your organization. It is your job to identify it is there, and define how you want to manage it. But, you don't decide whether it is there.

If my car uses oil, but I don't define it in my system, the car's need for oil does not go away. It is hard coded into the system. If I fail to identify it, I probably won't manage it, and I will damage my system.

 

[AndyN]

So, 'P', I have a different approach for you to consider..........BTW - welcome to a 'fellow' Michigander!

A process can defined as value added activities which transform input(s) into output(s). To ensure this happens (output, that is) the process has to be controlled. This can be accomplished by either 'procedures' or, for very specific activities which require control, you could apply a 'work instruction'.

I have found that the analogy of baking a cake is good for explaining this:-

The process transforms the ingredients into cake. The actual measuring of ingredients, mixing, beating etc as described in the receipe can be considered the 'procedure'. In some cases, there may be a need, depending on the competency of the cook, to have a work instruction which amplifies the activities at some point in the procedure. This might be the process for setting up, zeroing out and using the weigh scales (yes, I'm English, we do things by weight - cups are for drinking from)

You should try my cake sometime...........

P.S I ate the records..........

 

[Peter Fraser]

Re: How do you decide what is a process, procedure or work instruction?

You don't "decide" whether something is a process. The processes in your organization are already there. They are designed in. Your job is to find them all, like Easter eggs.

Very well put! All I would add is: "... designed in - or in some cases just happened to evolve, without being recognised"?!

I am not sure if the APQC's Process Classification framework has been mentioned elsewhere, but it is the most comprehensive and understandable reference I have come across.

See (broken link removed)

 

[Sidney Vianna]

I have found that the analogy of baking a cake is good for explaining this:-

The process transforms the ingredients into cake. The actual measuring of ingredients, mixing, beating etc as described in the receipe can be considered the 'procedure'. In some cases, there may be a need, depending on the competency of the cook, to have a work instruction which amplifies the activities at some point in the procedure. This might be the process for setting up, zeroing out and using the weigh scales

Interesting analogy. I believe that one of the greatest challenges one has to face when implementing process-approach based QMS's is the distinction between activities and processes. My interpretation is that when the standard states "processes", they are referring to macro-processes, such as sales, design, warehousing, new product introduction, etc... Under these macro-processes, we have sub-processes and activities. For example, answering a phone call or creating an email are activities, which also have input, criteria and output. But we don't treat activities such as processes that require monitoring, objectives, etc. So, coming back to Andy's analogy, if baking a cake is a process, where is the requirement for continual improvement? How can you improve it? The recipe is a winner, so is the baking method well proven (validated). So, how would the "Andy's cake baking process" be improved upon?

As usual there is "guidance" from the TC176, such as in the following hyperlinked documents Identification of processes ; Understanding the process approach ; Determination of the “where appropriate” processes and N544 - Guidance on the Concept and Use of the Process Approach for management systems

 

[AndyN]

Interesting analogy. I believe that one of the greatest challenges one has to face when implementing process-approach based QMS's is the distinction between activities and processes. My interpretation is that when the standard states "processes", they are referring to macro-processes, such as sales, design, warehousing, new product introduction, etc... Under these macro-processes, we have sub-processes and activities. For example, answering a phone call or creating an email are activities, which also have input, criteria and output. But we don't treat activities such as processes that require monitoring, objectives, etc. So, coming back to Andy's analogy, if baking a cake is a process, where is the requirement for continual improvement? How can you improve it? The recipe is a winner, so is the baking method well proven (validated). So, how would the "Andy's cake baking process" be improved upon?

As usual there is "guidance" from the TC176, such as in the following hyperlinked documents Identification of processes ; Understanding the process approach ; Determination of the “where appropriate” processes and N544 - Guidance on the Concept and Use of the Process Approach for management systems

Thanks, Mr. Vianna

In my specific analogy, I've actually put in place some improvements. The cake in point is a traditional English Christmas cake (no, it's better than fruit cake.) I have implemented a number of improvements using lean techniques, like not storing the flour for months before, thus making sure it's fresh, buying the other ingredients etc on a 'just in time' basis. It's a cake which does best in the freezer for a month or so, so that helps with the timing of when to make it, the marzipan coating is a seasonally available product, but needs to be bought at a time when the stores have it fresh, since it becomes harder with age. I've also been trying different friuts from different stores - Whole Foods etc. to see if the taste improves.

I won't mention the whiskey which is added after cooking and before freezing..............

 

[harry]

.....I have found that the analogy of baking a cake is good for explaining this:-

The process transforms the ingredients into cake. The actual measuring of ingredients, mixing, beating etc as described in the receipe can be considered the 'procedure'. In some cases, there may be a need, depending on the competency of the cook, to have a work instruction which amplifies the activities at some point in the procedure. This might be the process for setting up, zeroing out and using the weigh scales (yes, I'm English, we do things by weight - cups are for drinking from)

You should try my cake sometime...........

P.S I ate the records..........

I like your cake making analogy. It's easier to understand than Greg's coffee making example. Commercial cake & pastry houses do tweak and experiment with recipes (R&D) to come out with new flavors & others - continuous improvement. By the way, the best fruit cake I ever tasted is from 'Collin Street Bakery' (not advertising for them but just miss it) and the ones over here are far off in terms of taste.

 

[MichelleD]

OK, I have a question.... (I usually do)

I'm at my cubicle looking around and I have 7 (i just counted) three ring binders full of procedures. How do you keep the procedure writing from exploding into a huge mess where you can't find anything. I'm new at this company and I will say that they have documented everything. And I mean everything. But I need to turn the procedures and WI into something mangeable.

 

[Stijloor]

OK, I have a question.... (I usually do)

I'm at my cubicle looking around and I have 7 (i just counted) three ring binders full of procedures. How do you keep the procedure writing from exploding into a huge mess where you can't find anything. I'm new at this company and I will say that they have documented everything. And I mean everything. But I need to turn the procedures and WI into something mangeable.

Hello Michelle,

Do you have the liberty to "clean some house?"

I would start by taking inventory. You should have this already as part of your document control system. Then sort all these documents by process. Sit down with each Process Owner and decide what documents truly add value and really support each process. Get rid of the rest. Or, to be on the safe side, locate them in a historical file. If you have a network, put the documents on the network so that they are accessible to anyone who needs this information. Remember, a hard drive is cheaper than a filing cabinet. Lastly, the question that needs to be asked during document assessment is: What information do our people need to be SAFE, EFFECTIVE, and EFFICIENT in what they do?

Hope this helps. You'll hear from our Fellow Covers soon. Trust me....

Stijloor.

 

[MichelleD]

Do you have the liberty to "clean some house?"

I have almost too much liberty. I've basically been given the "go do" to stablize the ISO System. I thought my previous company had alot of procedures but whew! It makes your head spin just trying to read these. I think that's alot of the problem. They've written procedures for the sake of writing procedures. Not a good thing to do. And as of right now, the ISO system was set up to be managed by the ISO Coordinator and only the ISO Coordinator so when she left, it fell apart. I know that the ISO Coordinator/Lead Audit/Management Rep (whatever you want to call it) has approval on the level 2 documents but at most companies do they usually also sign off on the work instruction level?

 

[Stijloor]

I have almost too much liberty. I've basically been given the "go do" to stablize the ISO System. I thought my previous company had alot of procedures but whew! It makes your head spin just trying to read these. I think that's alot of the problem. They've written procedures for the sake of writing procedures. Not a good thing to do. And as of right now, the ISO system was set up to be managed by the ISO Coordinator and only the ISO Coordinator so when she left, it fell apart. I know that the ISO Coordinator/Lead Audit/Management Rep (whatever you want to call it) has approval on the level 2 documents but at most companies do they usually also sign off on the work instruction level?

Hello Michelle,

The Process Owner should be the person reviewing and approving any document that applies to his/her process. If you want to do some coaching and hand-holding, that's fine. But the moment you take it upon yourself to take responsibility, you become an "ISO Victim." I've met too many in mental institutions...(The ISO Ward) No, just kidding.

Stijloor.