Once again, I have encountered an organization where the Quality Manager decided (often alone) to use the infamous "Turtle" diagram to document their processes. A number of individual "Turtles" with the various boxes duly completed - "job done" was the thought. After all, it's what the auditor is expecting to see and to meet ISO requirements we have to document our process (measurements etc). Having checked with the leadership team, it's no surprize (to me at least) to discover, they can't actually describe the use of the "Turtle". As a tool for a process owner it's useless. Furthermore, it's NOT what ISO 9001 really requires. The "system" referred to is a number of process which interact - something the use of "Turtles" totally fails at defining. Subsequently, when the leadership team begin mapping their processes of the organization, the way the organization actually operates, from receipt of a request for quote etc, to shipping product to the customer, it becomes very apparent that they have significant operational issues which relate to the "sequence and interaction" of their processes. The use of the "Turtle" did not reveal this. I'm sure that some CB auditors needed "Turtles" because their audits were focused on (individual) elements of the standard, but time and time again, the use of Turtles as a means to document a Quality System have shown them to be very ineffective. Process mapping reveals far more useful information about effectiveness which is what leadership are interested in, not passing an audit!