Discussion in 'ISO 9001:2015 - Quality Management Systems' started by Dobis, Aug 31, 2019.
How can the top management promote the awareness of process approach in an organisation
Well, for one thing, when you have a situation where a customer complained, or poor quality product/service was created, asking "what's the process?" rather than looking to blame people! Also, by ensuring everyone understands that when things happen that don't meet expectations etc., to ensure that they review the process, measurements and objectives.
Some of the expectations in my mind include:
the organization is clear with the needs and expectations of their interested parties;
people know the outputs expected by the interested parties from their processes;
objectives are set relevant to the outputs as expected;
management knows what indicators are to be monitored;
inputs and resources are provided to ensure expected outputs are achieved;
controls are in place to address risks and opportunities that affect the achievement of the expected outputs;
the QMS is built around the requirements of their processes - NOT the clauses of the standard;
the documentation (e.g. quality manual) is crafted to define the processes - NOT describe how the clauses of the standard are fulfilled;
audits are performed with the main intention to assess performance and effectiveness - NOT conformity to the standard's clauses;
review of the QMS concerning suitability, adequacy, effectiveness and alignment with strategic directions is integrated into the organization's existing management meetings - NOT a stand alone "management review meeting" where a checklist as per clause 9.3.2 serves as the main evidence of review.
So @Dobis , as you know, there’s no rocket science behind the concept of a “ process”. Pretty much everything we engage in on a daily basis is a “process”...starting with the breakfast I had this morning...
When iso first implemented “the process approach “, it seemed so ridiculously obvious that I was actually somewhat confused by this new “requirement “.
The intent is to make sure that we are considering; reviewing; auditing; problem solving, etc...in the context of complete and interacting processes and not in the “silo” of individual clauses or procedures. It’s likely your organization is already doing this so don’t overthink it. (But also don’t assume it’s already being done until your team has taken a critical look at the current situation.)
Hope this helps.
One consideration that I find organizations overlook is the idea of the connections of the processes...and the potential risks/opportunities within those connections. Many define their processes but keep them in isolation - process becomes another way of saying silo. It is important to look the flow and sequences of processes and how the output of one becomes the input of another. If Process A fails and its output is no good, how does that impact Process B?
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