A flexible approach to business improvement
© Transition Support Last Edit 15/12/2017 00:29:20
Depending on the level within the process hierarchy, an activity might be as grand as “Design product” or as small as “Verify drawing”. There are several Activity Levels. If we examine this hierarchy in the Demand Creation Process the result might be as follows:A Level 1 Activity might be “Develop new product”. If we view this activity as a process we can conceive of a series of activities that together produce a new product design. These we will call Level 2 Activities.
A Level 2 Activity might be “Plan new product development” If we view this activity as a process we can conceive of a further series of activities that together produce a new product development plan. These we will call Level 3 Activities.
A Level 3 Activity might be “Verify new product development plan” If we view this activity as a process we can conceive of a further series of activities that together produce a record of new product development plan verification. These we will call Level 4 Activities.
A Level 4 Activity might be “Select verification record blank” Now if we were to go any further in the hierarchy we would be in danger of noting arm movements. Therefore in this example we have reached the limit of activities at Level 4.
In some processes we might decompose to 7 or 8 levels before we reach this limit. In such cases the hierarchy in FAQ11 would be inadequate and so we could use the convention of:
Another convention might be to simply categorise the levels as Process, sub-
From the above diagram process descriptions would be desirable at levels 1 and 2 but no further. It may be more practical to define resources in any detail at level 2 and simply include a summary at level 1. It is better not to duplicate information as it creates problems in its maintenance.
|ISO 9000 Quality Systems Handbook|
|Small Business Guide|
|The Business Cycle|
|Business excellence criteria|
|Business process management|
|Qualty - what it means|
|Achieving Quality Goals|
|Quality management principles|
|Mission, Vision and Values|
|Process based management systems|
|The Mission Management Process|
|Demand creation process|
|Demand fulfilment process|
|The Resource Management Process|
|Critical success factors|
|Process mapping for Results|
|Process Risk Assessment|
|Quality Management Systems|
|Procedures to processes|
|Systems of documentation to documented systems|
|Results of the QMS|
|Misconceptions about ISO 9001|
|The most important ISO clause|