ISO Whitepaper Difference Between A Procedures and Process Approach
ISO Whitepaper Difference Between A Procedures and Process Approach
ISO Revisions
Whilst recognized by the experts on the standards committee as Understanding the process approach
a key component of an effective management system, it caused
This guide provides an understanding of the concepts, intent and the
many organizations problems with its introduction. Even now, with
application of the “process approach”. It also may be used to apply
many organizations having certificates to confirm they meet the
the process approach to any management system regardless of the
requirements of the standard, their approach to process can often be
type or the size of the organization. This includes, but is not limited to,
described as ‘immature’.
management systems for:
ISO is not alone in recognizing the significance of process
management. It is also at the heart of the EFQM Excellence Model
• Environment (ISO 14000 family)
and Baldridge Award schemes and reducing process variation is the • Occupational Health and Safety
focus of Six Sigma initiatives. Process management is also equally
applicable to service and manufacturing organizations.
• Business Risk
is critically affected by the performance of its people and its A process approach is a powerful way of organizing and managing
processes, and that successful organizations manage both effectively. activities to create value for the customer and other interested parties.
To begin to explain the approach, it may be useful to take a step Organizations are often structured into a hierarchy of functional units
backwards and reflect on the difference between policies, processes and usually managed vertically, with responsibility for the intended
and procedures, which is often a source of confusion. outputs being divided among the functional units.
Create
Research market Develop solution Test with market Manufacture Market and sell
specification
Inputs Outputs
Interrelated or interacting
Requirements specified Requirements satisfied
(includes resources)
activities and control methods (result of a process)
Inputs and intended outputs may be tangible (such as equipment, Often the outputs from one process can be the inputs of other
materials or components) or intangible (such as energy or processes and are interlinked into the overall network or system.
information). Outputs can also be unintended, such as waste or
pollution.
Process C
Inputs Outputs
to C from C
A system should be used to gather data to provide information ensuring the availability of resources for the other organization’s
about process performance, which should then be analyzed to quality objectives, desired outcomes and management reviews.
determine if there is any need for corrective action or improvement. Processes for managing resources. These include all the
All processes should be aligned with the objectives, scope and processes that are necessary to provide the resources needed for
complexity of the organization, and should be designed to add value the organization’s quality objectives and desired outcomes.
to the organization. Operational processes. These include all processes that provide
the desired outcomes of the organization.
Types of processes
Measurement, analysis and improvement processes. These
Organizations have to define the number and types of processes include the processes needed to measure and gather data for
needed to fulfil their business objectives. While these will be unique performance analysis and improvement of effectiveness and
to each organization, it is however possible to identify typical efficiency.
processes, such as:
*
scope of QMS
5. Leadership
Customers Customer
and other 4.4. QMS, general and Satisfaction
process approach
relevant
interested 9. Performance
parties
6. Planning
* evaluation
7. Support processes
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• Provision of confidence to customers, and other interested parties, Additionally for those considering building an effective integrated
about the consistent performance of the organization system, a process model of the organization is often the foundation
of this. This is usually supported by a set of integrated procedures
• Transparency of operations within the organization and measures and ensures that when reviewing performance or
• Lower costs and creation of shorter cycle times, through the change, a holistic view of the business is taken and risks reduced.
effective use of resources
• Improved, consistent and predictable results *(i) Document: ISO/TC 176/SC 2/N 544R3
ISO Revisions
Next steps
The following timetable indicates when the ISO 27001:2013 Information Security has • Look out for and attend BSI seminars
core management system standards will be already been revised and published using and training courses on the revision or
published in the Annex SL format: this format. introduction.
• ISO 14001:2015 After the formal publication of the standard, • Review your current approach to process
Revised International Standard expected each will have its own transition period. For
as contained in the draft and identify the
to be published in July 2015. ISO 9001 for example, there will be a 3-year
gaps.
• ISO 9001:2015 transition period for certified organizations.
Revised International Standard expected
However, early planning is advisable so: • Create an implementation plan and
monitor progress.
to be published in Sept 2015. • Please talk the transition through with
• ISO 45001 your BSI Client Manager at the next visit. • Continually check BSI’s dedicated web
pages for the latest news and resources.
NEW International Standard for Health • Obtain a copy of the Draft International
and Safety expected to be published in standard at http://shop.bsigroup.com.
Quarter 4 2016.
bsigroup.com/en-IN