THE PROCESS APPROACH

Basic Concepts of Quality

Outline Introduction to the Process

Approach Types of Process Identification of Processes Process Analysis

Introduction An organization exists to meet specific

objectives. The organization’s objectives are

derived from a balanced consideration of the stakeholders’ expectations.

This is due to the fact that the stakeholders’ expectations, needs and requirements may not be the same but are interrelated.

Stakeholders and their expectations

1. Customer2. Suppliers3. Employees4. Shareholders5. Society

STAKEHOLDERS’ EXPECTATIONS MAY NOT BE THE SAME e.g.

1) Customers who want products that meet their expectations.

2) Suppliers who want commercially viable and stable relationships.

3) Employees who want satisfying employment.

4) Shareholders who want a good return on their investment.

5) Society, which want the organization to operate responsibly, lawfully and ethically.

PROCESS APPROACH For an organization to function

effectively, it has to identify, understand and manage numerous linked activities/processes.

PROCESS APPROACH Often the output from one process

directly forms the input to the next process. [internal customer]

The systematic identification and management of activities within a process and particularly its interaction with other processes can be considered as the process approach.

THE PROCESS APPROACH FLOW

STAKEHOLDERS EXPECTATIONS

ORGANIZATION HALANCES STAKEHOLDERSEXPECTATIONS AND DEVELOPS

ORGANIZAION OBJECTIVES

ORGANIZATION DEVELOPS STRUCTURES [PROCESSES] TO ACHIEVE THE DECLARED OBJECTIVES

A

BC D E F

Structuring the Process The following must be determined:-1. Desired output2. Activities to deliver the objective/output3. Related resources for each activityThe process approach principle states that the

objective is achieved more efficiently when related resources and activities are managed as a process.

AdvantageLeads to control over linkage between processes,

their combination and interaction

Process Approach The ISO 9001: 2000[clause 0.2]

standard promotes the adoption of a process approach when:-

1. Developing2. Implementing3. ImprovingThe effectiveness of a QMS.

Process Approach The process approach emphasizes the

importance of: Understanding and meeting

requirements. The need to consider processes in terms

of added value. Obtaining results of process

performance and effectiveness. Continual improvement of processes

based on objective measurement.

PROCESS APPROACH The organization should be structured

into processes that achieve the desired objectives efficiently.

The purpose of a QMS is to enable the organization to meet its declared objectives.

PROCESS TYPES Business process Management process Support process

BUSINESS PROCESSES These have significant influence

on critical success factors for the achievement of objectives.

1. Marketing2. Sales3. Service Provision4. Production

MANAGEMENT PROCESSES

1) Strategic planning2) Budgeting3) Human resource planning4) Communication

SUPPORT PROCESSES These reinforce the business and

management processes.1) Finance and Administration2) Information Processing3) Work of Legal Department4) Work done at reception, switch

board.

In order to manage processes, the organization must answer whether it has;

Clearly defined objectives and how to measure and review success.

Evaluated impacts of objectives on stakeholders.

Designed critical end to end process necessary to deliver the objectives.

Assessed and provided the resources, skills and competence to make it work.

PROCESS APPROACH Functional organizations are

divided into various functional units of which has their own internal agenda and culture.

Inherent processes do not recognize department or functional boundaries.

FUNCTIONAL APPROACH

POLICY AND OBJECTIVES

PLANNING OF PROCESSES

REALIZATION OF INTENDED OUTPUTS

INTERESTED PARTY EXPECTATIONS

PROCESS APPROACH

Process approach introduces horizontal management,crossing the barriers between different functional units.

Unifies their focus to the main goals of the organization. Improves management of process interfaces.

Process linkage across departments

PROCESS IDENTIFICATION1) Delimit the process-determine the starting

and final activities2) Define the process objective3) Identify the sub-processes that contribute to

the objective.4) Determine the process target5) Determine the critical success factors6) Determine the sub processes with the

biggest improvement potential.7) Assign responsibilities for the process/sub-

processes.

IMPLEMENTING THE PROCESS APPROACH

The following methodology can be applied to any of process. The step sequence is only one method and is not intended to be prescriptive. Some steps may be carried out simultaneously.

IDENTIFICATION OF THE PROCESSES WITHIN AN ORGANIZATION Define the purpose of the organization. Define the policies and objectives of the

organization. Determine the processes in the

organization. Determine the sequence of the

processes. Define process ownership. Define process documentation.

PLANNING THE PROCESS Define the activities within the

process. Define the monitoring and

measurement requirements. Define the resources needed. Verify the process and its activities

against its planned objectives.

IMPLEMENTAION AND MEASUREMENT OF THE PROCESS The organization may develop a project

for implementation that includes, but is not limited to;

Communication. Awareness. Training. Change management. Management involvement. Applicable review activities.

ANALYSIS OF THE PROCESS1. Determine and describe the process

structure.2. Measure the process performance.3. Determine target values.4. Identify obstacles.5. Remove obstacles through

continuous improvement.6. Implement the results of the

analysis.

CheckDid things happened according to plan

DoDo what was planned

PlanWhat to do?How to do it?

ActHow to improve next time

CORRECTIVE ACTION AND IMPROVEMENT OF THE PROCESS “Plan” Establish the objectives and

processes necessary to deliver results in accordance with customer requirements and the organization’s policies.

“Do” Implement the processes. “Check” Monitor and measure processes

and product against policies, objectives and requirements for the product and report the results.

“Act” Take actions to continually process performance.

Conclusion To effectively manage processes, the

organization must answer whether it has;1) Clearly defined objectives and how to

measure success.2) Evaluate impacts of objectives on

stakeholders.3) Designed critical end to end process to

deliver the objectives.4) Assessed and provided the resources,

skills and competence.