posted 30 August 2000 02:07 AM               

4.1 a) Identifying processes
I identified
- 6 interested parties (customers,
stuff, owners etc.)
- 8 key production processes ( marketing, design, purchasing, production etc.)
- 7 main management processes (responsibilities,planning,recourses, measurement etc.)
So I have a matrix of 6*8*7=336 processes.OK
4.1 b) Determining the sequense and interaction of these processes. Ha-ha,
Shall I identify input and output for all these processes?
How shall I describe this interaction to stuff and auditors ( a matrix, a lot of flowcharts, in procedures)?
4.1 c) Determining criteria and methods required to ensure that both the operation and control of these processes are effective.
I don't know how to do it, because I understand that my internal and external auditors are not able to estimate: "Are operation and control really effective?".
And what is the noun for the adjective "effective" - effectiveness or efficiency. You know that it is a big difference between them.

posted 30 August 2000 01:02 PM               

Perhaps the best visual way to show interactions between processes is with a Venn Diagram. All will be disproportionaly affected in all probability. You may elect first to do some type of Regression Analysis to determine correlation between processes to help you create the diagram. Inputs/outputs is a good place to start.

Regards,

posted 30 August 2000 01:47 PM               

Inspections and tests.

"...I don't know how to do it, because I understand that my internal and external auditors are not able to estimate: "Are operation and control really effective?"

You determine this - not auditors.

"...And what is the noun for the adjective "effective" - effectiveness or efficiency. You know ..."

Effectiveness ~ Does it work and if so how well?