THE PROCESS APPROACH
Outline
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Introduction to the Process Approach
Types of Process
Identification of Processes
Process Analysis
Basic Concepts of Quality
Introduction
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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.
2.
3.
4.
5.
Customer
Suppliers
Employees
Shareholders
Society
STAKEHOLDERS’ EXPECTATIONS
MAY NOT BE THE SAME e.g.
1)
2)
3)
4)
5)
Customers who want products that meet
their expectations.
Suppliers who want commercially viable and
stable relationships.
Employees who want satisfying
employment.
Shareholders who want a good return on
their investment.
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
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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 STAKEHOLDERS
EXPECTATIONS AND DEVELOPS
ORGANIZAION OBJECTIVES
ORGANIZATION DEVELOPS STRUCTURES [PROCESSES] TO ACHIEVE
THE DECLARED OBJECTIVES
A
B
C
D
E
F
Structuring the Process
The following must be determined:1.
Desired output
2.
Activities to deliver the objective/output
3.
Related resources for each activity
The process approach principle states that the
objective is achieved more efficiently when
related resources and activities are
managed as a process.
Advantage
Leads 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.
Developing
2.
Implementing
3.
Improving
The effectiveness of a QMS.

Process Approach
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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

1.
2.
3.
4.
These have significant influence on
critical success factors for the
achievement of objectives.
Marketing
Sales
Service Provision
Production
MANAGEMENT PROCESSES
1)
2)
3)
4)
Strategic planning
Budgeting
Human resource planning
Communication
SUPPORT PROCESSES

1)
2)
3)
4)
These reinforce the business and
management processes.
Finance and Administration
Information Processing
Work of Legal Department
Work done at reception, switch board.

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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
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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
INTERESTED PARTY EXPECTATIONS
POLICY AND OBJECTIVES
PLANNING OF PROCESSES
REALIZATION OF INTENDED OUTPUTS
PROCESS APPROACH
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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 IDENTIFICATION
1)
2)
3)
4)
5)
6)
7)
Delimit the process-determine the starting
and final activities
Define the process objective
Identify the sub-processes that contribute
to the objective.
Determine the process target
Determine the critical success factors
Determine the sub processes with the
biggest improvement potential.
Assign responsibilities for the process/subprocesses.
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





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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
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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 PROCESS
1.
2.
3.
4.
5.
6.
Determine and describe the process
structure.
Measure the process performance.
Determine target values.
Identify obstacles.
Remove obstacles through continuous
improvement.
Implement the results of the analysis.
Act
How to
improve
next time
Check
Did things
happened
according to
plan
Plan
What to do?
How to do it?
Do
Do
what
was
planned
CORRECTIVE ACTION AND
IMPROVEMENT OF THE PROCESS
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“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

1)
2)
3)
4)
To effectively manage processes, the
organization must answer whether it has;
Clearly defined objectives and how to
measure success.
Evaluate impacts of objectives on
stakeholders.
Designed critical end to end process to
deliver the objectives.
Assessed and provided the resources, skills
and competence.