posted 03 June 2001 05:58 PM               

I disagree.

-> How to choose processes?How to establish such a hierachy,
-> how to divide the processes how to present them in the
-> quality manual?

You start out with a top level over view and start hanging things off it. You can use flow charts or a fishbone diagram. You look at all processes. There is no 'choosing' at this point. And about the only processes you might exclude are financially related (as far as ISO 9001 goes).

You can divide them up if you wish. It really doesn't matter how you represent them. The important part is ensuring inter-relationships are well defined (read communication and responsibilities).

Take a read through slides around /Imp/sld027.htm

As far as a starting point, my recommendation is for departments to map their processes. Then see how they integrate.

-> how to present such hierarchy not for typical
-> oragnisation which has typical structure (marketing >
-> design > production > after sales service ) but for
-> organisation such local administration office?

Are you a service organization? If you're an office which is part of a larger organization and you plan to limit the scope to your office, then you are probably the 'same' as a service organization.

There is more specific information in my Implementation Guide - unfortunately it's not in the posted 'samples'.

-> I know - the best way is to use flow charts. But it's not
-> that easy for the local administration unit (most of
-> processes are described in legal requirements but it
-> doesn't guarantee the quality for the "customer")

Umm, well, flow charts are not the point of determining 'critical' or other CHARACTERISTICS. As you go through process mapping you might want to address 'quality' characteristics of the product or service.