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Hello all.
I have found these forums to be of great help. Especially since it is the only help I am being given. I am in the throes of converting from QS9000 to Iso 9001:2000. It is lonely here alone.
In reading an excerpt from an article by the ISO Auditing Practices Group it says "Auditees frequently identify too many processes; some or all of them are activities, which do not fulfil the requirements of a process, in the sense that ISO 9001:2000 uses the concept." Is there anyone who can clear up the difference of process and activity? How can I tell if I'm one of those people?
We are a small machine shop. $2m - $3m annually.
I have found these forums to be of great help. Especially since it is the only help I am being given. I am in the throes of converting from QS9000 to Iso 9001:2000. It is lonely here alone.
In reading an excerpt from an article by the ISO Auditing Practices Group it says "Auditees frequently identify too many processes; some or all of them are activities, which do not fulfil the requirements of a process, in the sense that ISO 9001:2000 uses the concept." Is there anyone who can clear up the difference of process and activity? How can I tell if I'm one of those people?
We are a small machine shop. $2m - $3m annually.
. Just take the product and work backwards. All of the "activities" that materially contribute to the realization of the product are part of a process. Contrary to popular misconceptions, there is only one process, and it begins with the solicitation of business and ends with a profit-producing product (or service) in the hands of a happy customer. The object behind the identification of interrelated processes should not be to confirm the peaceful coexistence of disparate processes. It should be to eliminate the disparity and have everyone in the company pulling on the same end of the same rope.