Process/Procedure Matrix/Register for all Business Activities

O

Obstacle3

#1
I am up to 250 processes (down to level 4) and procedures for my business and some relate to multiple level 0 processes.

Any suggestions for a register/matrix that can reflect this relationship?

I have create reference libraries under each section of the business online with a hyperlink to the source document for each of these...thats the easy bit.

Showing how they relate is very difficult when you have this volume.

Any tips would be greatly appreciated
 
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Raffy

Quite Involved in Discussions
#2
Hi Obstacle3,
woh so many processes, IMHO, keep it simple and try to review some of the processes. They can be overlapping to each other...And probably you can down it to about < 30 Main Processes.
Raffy
 

Stijloor

Staff member
Super Moderator
#3
I am up to 250 processes (down to level 4) and procedures for my business and some relate to multiple level 0 processes.

Any suggestions for a register/matrix that can reflect this relationship?

I have create reference libraries under each section of the business online with a hyperlink to the source document for each of these...thats the easy bit.

Showing how they relate is very difficult when you have this volume.

Any tips would be greatly appreciated
When you say "processes", do mean documented procedures/workinstructions?

Here is a post + attachments from our friend Craig Cochran. As you can see on the Process Matrix, appropriate documents can be linked with the process they support. Overlap is possible and is OK.

Stijloor.
 
Last edited:

harry

Super Moderator
#4
You can try the 'mind-mapping' approach. Starting with QMS, to each individual process then branching into procedures, to sop/WI and then forms etc. (depending on how your QMS is organized). Or, level 2 then branch off to level 3 and then level 4.
 
J

JaneB

#5
I am up to 250 processes (down to level 4) and procedures for my business and some relate to multiple level 0 processes.

Any suggestions for a register/matrix that can reflect this relationship?

I have create reference libraries under each section of the business online with a hyperlink to the source document for each of these...thats the easy bit.

Showing how they relate is very difficult when you have this volume.

Any tips would be greatly appreciated
Gosh, that's one heck of a lot of processes. Are you sure you really need that many?:confused:
 
O

Obstacle3

#6
Yeah it a lot but that includes the sub processes down to like level 4 or 5 and activities/procedures etc.

We have 6 main level 0 process, about 25 level 1 processes then about 70 level 2 processes.

I like the document that was linked above, that helps when dealing with level 0, 1 & 2s, but its tricky when you go below that.
 

Paul Simpson

Trusted Information Resource
#7
I am up to 250 processes (down to level 4) and procedures for my business and some relate to multiple level 0 processes.
Like others I reckon you have confused processes and procedures / instructions. I remember when ISO 9001.2000 was being developed and everyone was abuzz with 'the process approach' that someone reported British Telecom (BT) had been through this exercise and identified 15 processes for the range of services they offered. Here's a suggested starting point:
  • Win work
  • Do work
  • Planning for the future
  • Providing current resources
  • Monitoring our performance
If there is anything that can't fit into one of those headings with a bit of thought I'll be amazed.

This doesn't mean that everyone will end up with 5 - just that you should aim for a small number and, only when you feel there is a genuine need, to separate it out then call it a process.

There are plenty of other threads out there on the Cove about identifying processes. Perhaps someone else has a better grasp of the 'Search' facility than me?
 
O

Obstacle3

#8
Excuse my ignorance, im not quite getting what you mean.

I started with six level 0 processes -
  1. Approval management and acceptance
  2. Planning and coordination
  3. Product Design and development
  4. Enhancement and distribution
  5. Review and analysis
  6. Business management and support
To give you an example, if we go into number 1, there are 16 key subprocesses to facilitate approval of the 5 types of requests we recieve. Eg

Beneath each one of these there will be a series of processes in some cases, as well as activities and procedures to facilitate completion of these tasks.

Using the BPMN model, the industry standard for process mapping, there is no way I can reduce the number of level 0 and level 1 processes we perform without making the whole thing even more layered. I just don't see how you can do it.

By level 4 you are at procedure/work instruction level, but that is what is required for our staff to efficiently produce a quality product...this is the standard procedure for releasing the product to the customer for review etc.

Does this even make sense?
 

Paul Simpson

Trusted Information Resource
#9
Excuse my ignorance, im not quite getting what you mean.
Not your ignorance, Obstacle 3 :)confused:) - mine. :) I do not know your business and merely react to the post - and in particular the '250 processes' headline.

I started with six level 0 processes -
  1. Approval management and acceptance
  2. Planning and coordination
  3. Product Design and development
  4. Enhancement and distribution
  5. Review and analysis
  6. Business management and support
Looks good to me. The list is different to mine but I can see that there is overlap between the two lists and that they cover the same ground. A top tip for identifying if you have identified your 'set' is to ask a question for each pair of processes. So for example: Can I manage and support the business without reviewing and analysis. If you can't say 'No' then you may need to rethink the scope of one or both process(es) as at least part of one is part of the other ... if you get my drift? :D

To give you an example, if we go into number 1, there are 16 key subprocesses to facilitate approval of the 5 types of requests we recieve. Eg
Was there something missing here? :confused: If your No. 1 is Approval management and acceptance
then I assume this is customer requests / enquiries and you have systems in place to decide if you can do the work.


Beneath each one of these there will be a series of processes in some cases, as well as activities and procedures to facilitate completion of these tasks.
Now this is where I would draw the line with calling anything a process. If you take the ISO definition I/P - transform - O/P they are strictly all processes as is buttering a slice of bread but in terms of focus the next tier adds nothing until you have buttoned down your Level 0.

So at this level whichever of the 16 (?) routes it comes in what are the key controls you want to see and what tells you if they have been applied and the work has been done well? Don't go down a level until you are happy here.


Using the BPMN model, the industry standard for process mapping, there is no way I can reduce the number of level 0 and level 1 processes we perform without making the whole thing even more layered. I just don't see how you can do it.
Like most things there are many 'industry standards' and methods of notation are just a means of recording. The clever bit is identifying the process steps and controls. A flowchart just represents these diagrammatically. Layering is good if everything is undersood at the top layer and the layer below adds value to the process above. You need to be careful not to document the nth degree if there is no value to the users.


By level 4 you are at procedure/work instruction level, but that is what is required for our staff to efficiently produce a quality product...this is the standard procedure for releasing the product to the customer for review etc.

Does this even make sense?
Perfect sense now that my ignorance has been reduced :)D). Don't forget this has to work for you but be careful you are not documenting stuff whose only existence will be on a shelf somewhere (physical or electronic).
 
J

JaneB

#10
LIke Boris, I also reacted to the '250 processes' headline.

It's difficult to know what help to offer when the only things I know are that you have a LOT of processes, and that you're having trouble with the interactions...

It might help to think in terms of 'main processes' and 'sub-processes'. Because it sounds as though you don't have 250 processes, as much as you have a small number of main ones (0), with various associated dependent/sub ones, of which many, I gather relate to the level 0 ones.

Sometimes, I've found that when something's seriously complicated, it either means that it's not worth trying to do it (eg, draw up the matrix) or that first you have to simplify. If you did have such a matrix, what would it its value and use be? (Hope this doesn't sound unhelpful, definitely not trying to be!)
 
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