ISO 9001 Training - Types Of Business Processes

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Understanding ISO 9001:2008

Requirements for Quality Management Systems
0.2 Process Approach - Types of Business Processes
0.2 Process approach
This International Standard promotes the adoption of a process approach when
developing, implementing and improving the effectiveness of a quality management
system, to enhance customer satisfaction by meeting customer requirements.
For an organization to function effectively, it has to determine and manage numerous
linked activities. An activity or set of activities using resources, and managed in order to
enable the transformation of inputs into outputs, can be considered as a process. Often
the output from one process directly forms the input to the next.
The application of a system of processes within an organization, together with the
identification and interactions of these processes, and their management to produce the
desired outcome, can be referred to as the process approach.
An advantage of the process approach is the ongoing control that it provides over the
linkage between the individual processes within the system of processes, as well as over
their combination and interaction.
When used within a quality management system, such an approach emphasizes the
importance of:
a) understanding and meeting requirements,
b) the need to consider processes in terms of added value,
c) obtaining results of process performance and effectiveness, and
d) continual improvement of processes based on objective measurement.
The model of a process-based quality management system shown in Figure 1 illustrates
the process linkages presented in Clauses 4 to 8. This illustration shows that customers
play a significant role in defining requirements as inputs. Monitoring of customer
satisfaction requires the evaluation of information relating to customer perception as to
whether the organization has met the customer requirements. The model shown in
Figure 1 covers all the requirements of this International Standard, but does not show
processes at a detailed level.

Process Approach Continued:

ISO 9001 Training Key Explanation Points and Tips:
An organizations QMS processes may be grouped or categorized in many ways. One logical
way would include the following:
Customer Oriented Processes (COPs) - These are product realization processes (see
clause 7) that determine customer requirements (inputs), design, make, deliver and service
product (outputs) to customers and determine customer satisfaction. These processes
generally have the greatest degree of interaction with external customers. COPs include marketing and sales; design and development; production; shipping; packaging; servicing/
warranty; customer satisfaction; etc., whether performed onsite or off-site.
Support Oriented Processes (SOPs) - These processes provide the necessary resources
to COPs to facilitate product realization. These processes generally have the greatest
degree of interaction at an operational level with COPs and to a lesser degree with other
internal QMS processes. SOPs include - human resources; information technology;
purchasing and receiving; laboratory; maintenance; tooling; facility management; etc,
whether performed onsite or off-site. See clause 6 and 7.
Management Oriented Processes (MOPs) - These processes provide the commitment,
leadership, resources, review and decision-making by top management (see clause 5).
These processes generally interact with all QMS processes at the QMS planning and review
level. MOPs include - business planning; management review; quality planning; resource
planning; communication, etc., whether performed offsite or on-site.
Quality Management Processes (QMPs) to document, measure, analyze and
improve all processes - These processes provide quality management support to and
interact with all QMS processes. QMPs include - document control; records control;
monitoring and measurement of processes and product; internal audits; control of
nonconforming product; corrective and preventive action; continual improvement; etc
whether performed onsite or off-site. See clause 4 & 8.
Outsourced Processes (OPs) - an outsourced process is a process that the
organization has identified as being needed for its quality management system (QMS), but
one which it has chosen to be carried out by an external party outside the managerial
control of your facility and not subject directly to the controls of your QMS. (more on this
under clause 4.1). Outsourced processes may include MOPs, COPs or SOPs. They may be
performed onsite or off-site. These processes may include - strategic planning done at head
office; purchasing or design done at head office or another location for a subsidiary or
satellite facility; heat treating; painting; welding, calibration; testing; sort; HR; etc., done
by an outside (associated or independent) organization.
Your QMS is made up of a network of these value-adding processes that link, combine and

11/14/2012 10:47 AM