What do we need to include in a good process description?

A process description is a set of information that describes the characteristics of a process in terms that will enable its effective installation, commissioning, operation, control and maintenance. Often the content of a process description is not much more than a flow chart and this can be adequate in certain circumstances where much of the other information is consolidated in department and divisional plans or manuals. However, problems may arise if a process has to be moved and set up elsewhere. It is then that difficulties arise as people know the process worked but don't know why.The essential elements are as follows: (Note: Don't try to include everything - the process description is a model of reality not a complete specification that has to explain everything)

Process purpose - why the process exists expressed as what the process has been set up to do

Process objectives - what the process aims to achieve expressed in the following terms

Process risk - what could go wrong in producing the required outputs within the designated constraints expressed in the following terms

Process activators - what event, time or input triggers or energises the process

Process operation - what the process does expressed in a diagram or flow chart that identifies: (Note there should only be an arrow between the boxes if the activity is triggered by an input from the previous box. This is not always the case)

Inputs expressed in terms of their nature and origin
Activities expressed as a sequence or series of actions and decisions necessary to plan, produce, check and rectify the process outputs together with assigned responsibilities.
The criteria and methods are defined in work instructions when appropriate. Where there are exceptions, options or alternatives courses of action for particular cases these should be included but don't try to address all possible exceptions - apply the 80/20 rule..
Constraints expressed in terms of the policies, regulations, codes of practice, codes of conduct and other conditions that govern the manner in which the activities are carried out.
Outputs expressed in terms of their nature and destination

Human resources - what the process needs to do what it does expressed as the capacity and competency needed to achieve the process objectives in following terms

Objective	The measurable results the process is intended to deliver
Measure	The characteristics by which performance is judged (not the level of performance; this is the target value)
Method	The method of measurement E.g Inspection, test, analysis, demonstration, simulation validation of records
Target	The level of performance to be achieved. E.g Standard, specification, requirement, budget, quota, plan
Frequency of measurement	How often the measurements are taken
Responsibility	The person or role responsible for measuring performance

Risk	The potential failure mode or hazard How might this part or process fail to meet the requirements? What could happen which would adversely affect performance? What would an interested party consider to be unacceptable?
Effect	The anticipated effect of this failure mode/hazard on the process outcome
Cause	The probably causes of the failure/hazard
Probability	The probability that this failure/hazard could occur
Controls	The controls in place to prevent this failure/hazard from occurring or the actions needed eliminate, reduce or control this mode of failure

Process Stage	What action or decision must be taken?
Results	What must be achieved?
Units of competence	What must the person be able to do to produce this output?
Assessment method	How should assessment be conducted?
Evidence required	What evidence should be collected?
Performance criteria	How well must this be achieved?
Number Required	Number of people required with this competence at this stage

Physical resources expressed as the capacity and capability needed to achieve the process objectives in terms of the plant, facilities, machinery, floor space, instrumentation, monitoring equipment, calibration etc.

Process constraints expressed as the statutory and legal regulations, corporate policies and other conditions resulting from the analysis of critical success factors that constrain the manner in which the process operates. Can be contained in tables with cross references to other process elements.

Process reviews - how the process is controlled expressed as:

Performance reviews performed to an established schedule in accordance with defined methods to determine whether the process objectives are being achieved.
Improvement reviews performed to an established schedule in accordance with defined methods to establish whether there are better ways of achieving the process objectives than those that are currently prescribed.
Effectiveness reviews performed to an established schedule in accordance with defined methods to establish whether the process objectives, measures and targets remain aligned to the business objectives and stakeholder needs

Transition Support

A flexible approach to business improvement