ISO 9001:2000 Process Approach - What is it? Is it 'Real'?

[johnnybegood]

Much have been written on process approach but truely I have not come across any simple clarification what it is all about. Is 1994 on procedure approach and 2000 on process approach?What I have read so far (pardon me) is it say it's input with output. But how do I explain with reference to version 1994? How is the audit differ from version 1994? Is the audit no longer go according to clause by clause as in 1994? When carry out an audit on 4.13 Ctrl. of Non-Conforming Prod. (1994) we usually ask the auditee to explain their process from the start to the end. We'll then zoom for further clarification. Isn't this a process approach as in the 2000 version? I am really buffle.

 

[Marc]

The simplest way I can explain it is a process approach is like a flow chart. Each box (process) has a input to it and an output from it. In physics it's the old action - reaction equation.

The standard represents it as a circular process. That is to say it never ends (perpetual motion?). It has one output, technically - in their language "Continual improvement of the quality management system" which, I guess, is superior to continual improvement of the product. But, I'm throwing in some 'discussion' (some may say fighting) words now...

I tried to show this in the slides starting at about http://Elsmar.com/Imp/sld032.htm

Don't get excited. It's rhetoric. In reality, systems do interact and they are all processes when you get right down to it. I think they've confused issues in the reorganization of the standard and with this new representation. It is alluding to a change which really isn't. I see it as nothing more than repackaging. And with all the hype, we even see it labeled as "New and Improved!". Now... Where have I seen that before???? :thedeal:

 

[johnnybegood]

How is the 2000 version audit different from 1994?

 

[Marc]

Originally posted by johnnybegood
How is the 2000 version audit different from 1994?

There are a lot of threads here where the specific differences are noted. That's why no one is replying, I suspect. Try a search or two. Several threads have quite detailed listings of the differences.

 

[energy]

Standard?

I would add that if you have a copy of the Standard, look at the Annex (s) in the back and you will see the comparisons, as well as the new stuff. No reference to the 94 version means "new".

 

[johnnybegood]

Perhaps I should rephrase......in what way is the 1994 auditing process differ from 2000? I came across a note saying that 1994 is procedural whereas 2000 is process. So does that mean that for version 1994 one just audit clause by clause and we can just zoom to 4.6 Purchasing. But for 2000 version we start with all the requirement in 7 Product Realization starting with 7.1 Planning of product realization followed by 7.2, 7.3....up to 7.6 Control of monitoring and measuring devices? Is that what is meant by process audit?

 

[M Greenaway]

Speaking from my own experience I have never audited by clauses, I have always audited departments or actual processes and then looked for compliance to the appropriate clauses of the standard.

Certain clauses would be audited at every audit, i.e. document control, training, etc.

What may be slightly different to some auditors is the need to look at the inputs and the outputs of the process, particularly where documented procedures dont exist. Again this doesnt change my personal approach as I always did this where possible, the best assessment you can do of the effectiveness of a process is to actually look at what comes out of the process and see how it meets the 'requirements' (whatever they may be).

 

[Andrei Viorel - 2009]

Business Process Oriented organization

The consensus view of the components of a business process oriented organization that emerges from the literature appears to includes:
1. a process view of the business,
2. structures that match these processes,
3. jobs that operate these processes,
4 .management and measurement systems that direct and assess these processes and customer focused, empowerment and continuous improvement oriented values and beliefs (culture) that are embodied in all components


"We define a business process as a collection of activities that takes one or more kind of inputs and creates an output that is of value to the customer" (Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution [New York: HarperBusiness, 1993], 35).

"A process is a structured, measured set of activities designed to produce a specified output for a particular customer or market.... A process is thus a specific ordering of work activities across time and space, with a beginning, an end, and clearly identified inputs and outputs: a structure for action" (Thomas H. Davenport, Process Innovation: Reengineering Work through Information Technology [Boston: Harvard Business School Press, 1993], 5).

"A process is a set of linked activities that take an input and transform it to an output" (Henry J. Johansson et al., Business Process Re-engineering: Breakpoint Strategies for Market Dominance [New York: John Wiley & Sons, 1993] ).

"A business process is most broadly defined as an activity that carries out a series of steps, which produces a specific result or a related series of results" (Daniel Morris and Joel Brandon, Reengineering Your Business [New York: McGraw-Hill,1993] ) .

"We assume that all processes can be thought of as a set of activities (e.g., 'steps,' 'tasks,' or 'subprocesses')" (Thomas W. Malone, Kevin Crowston, Jintae Lee, and Brian Petland, "Tools for Inventing Organizations: Toward a Handbook of Organizational Processes," working paper #141, MIT Center for Coordination Science, Sloan School of Management, Cambridge, Mass., May 1993).

"Process: a series of operations linked together to provide a result that has increased value.... Process improvement: activities employed to detect and remove common causes of variation in order to improve process capability." (Warren H. Schmidt and Jerome P. Finnegan, The Race without a Finish Line: America's Quest for Total Quality [San Francisco: Jossey-Bass, 1992], 350-51).

 

[M Greenaway]

This might help.

 

[JodiB]

Nice addition Martin. I haven't seen this one.