Does anyboday else have any feedback regarding my Process map?
If you've read my previous posts on this subject, you'll know that I'm a bit of a maverick when it comes to the System Process Map. I don't agree with most of what I've seen posted.
The standard says:
The organization shall:
a) identify the processes needed for the quality management system and their application throughout the organization (see 1.2)
b) determine the sequence and interaction of these processes;
I believe that you have combined and confused "Key" processes with "Secondary" processes. I don't believe that you have to include the secondary processes of Product Realization - it's far too complex, and it's captured in your "Product Realization" flow chart, you don't have to duplicate it here. That's not what the standard is requesting. It's asking for the processes which define your Management System, not Product Realization.
What you have to do is:
1) Define your KEY PROCESSES (most organizations don't have more than 12 or 15). For the purposes of the "Map" it helps to group them together into System-, Management-, Support-, or Customer-oriented classifications.
2) Demonstrate their "Sequence" and "Interaction".
If it's done properly, it will demonstrate how Senior Management steer the organization toward its goals and objectives, for all processes: customer-, support, management-, and system-oriented.
In the attached "corner" of a "System Process Model", you see, I've grouped together 4 "support-oriented" processes (SOP-0006,7,8, & 9). These processes interface and provide input to the "Business Planning & Management Review" process (per SOP-0003). How?...these support processes produce output which are monitored, measured & analysed (per SOP-0005) and reported to Management. Management reviews the results (per SOP-0003), and feeds back Corrective or Preventive Action or Continual Improvement (per SOP-0005) into the respective process.
The same dynamics happen for the customer-oriented processes. You plan, implement, monitor, measure, analyse, review, correct/prevent improve...etc.
I believe they're asking for how the system works...not how Product Realization happens.
Also, I can't remember all the details in your map, but I don't recall seeing the "Control of Monitoring & Measuring Devices", or "Control of Documents and Records", or "Change Control"...
I hope this is helpful, and not confusing...I know it's a bit of a deviation from the popular approach.
Patricia Ravanello
P.S. Putting arrows between processes to connect them, does not explain the interaction. I think this Map needs to communicate to employees what the dynamics are between the processes. Example: Your Infrastructure link to Management doesn't explain the dynamics. It is not accurate and doesn't explain how the Management Review process impacts on the performance of Infrastructure processes.
That was my directive...just had to push it a weird way.
