First thing... an medium sized organization may have over 200 processes. And sometimes they can have subprocesses, themselves, depending on the granularity of the mapping. And also sometimes those processes can be grouped into macro processes.
ISO is not very clear on the level of granularity you should map and control your processes. Maybe you should map them "on the basis of what is best for the organization and stakeholders to understand it".
that said, macro processes are difficult to do KPIs because they involve too much things... too many outputs. They are just processes agglomerations. ALMOST (but not exactly) departments.
But 200 processes are just impossible to measure, despite the whole PDCA cycle being almost like a core thing at ISO.
Some stuff are almost impossible to measure without too much bureaucracy and lost time compared to the GAIN of measuring it's output.
KPI's should be required based on the strategic planning of the organization, as well individual processes objectives, some coming from risk analysis, some objectives coming from some CAR or PAR, etc.
Plus some for the processes in the chain that outputs for the client.
But creating KPIs (and then collecting, calculating and analyzing the data) for 200 processes? How many bills has the treasury delayed? How many invoices has the accounting processed on time?
It gets worse when you discover that some of those KPIs are always perfect... so they are even more useless. And time-wasting.
