A flexible approach to business improvement
© Transition Support Last Edit 15/12/2017 00:29:20
Process based management systems are emerging as a way to improve organization efficiency and effectiveness. All organizations desire to produce outputs that satisfy their customers. The primary output of any business is therefore conforming product and service -
The process approach that is referred to in the ISO 9000 family of standards is the process approach to management work which implies there are different ways of management work and indeed there are.
Most organizations employ functionally based management systems and as a result create friction between the various functions. Therefore there is a choice as to how we manage business outputs. We can either create functionally based management systems or process based management systems so what's the difference?
We could treat each output as an objective to be achieved and install a management system to achieve it. We have national and international standards to guide us such as ISO 14001 on the environment, ISO 9001 on quality, ISO 27001 on information security and ISO 45001 on occupational health and safety. In this context a management system would comprise a number of activities designed to function together to fulfil a specific management objective. By this definition we could create several management systems -
There are several disadvantages with this approach. It forces managers to trade off one objective against the other so that quality targets compete with environmental and financial targets. Managers of these functions wrestle for the same resources. In the end no one wins and the customer gets a product that might be cheap and environmentally friendly but does not function in the way required. What is needed is an approach where everyone wins. A win-
Managing work by process instead of by function is referred to as the process approach to management.
Instead of taking each output as an objective, we take the primary output of producing products and services that satisfy customers, make this the objective and classify the other outputs as satisfying constraints because, without products and services, there would be no constraints that applied to the organization. We then identify the factors upon which these outputs depend and from this identify the core processes that deliver stakeholder satisfaction.
Although every organization is different because it has different goals, operates in different markets with different customers under different constraints, all organizations seek to create a demand – even non-
Each of the processes identified in the model are explained further by clicking on the appropriate box in the diagram.
More information about process based management systeml can be found in the ISO 9000 Quality Systems Handbook 7E
|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|