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ISO 9001 Process

A small online publishing company, Quality Works, was working to comply with the ISO 9001:2000 standard. One requirement was to document the interactions between processes in the quality management system. The company tried flow charts but found them difficult to read. Through brainstorming, the company identified two types of processes - business management and product realization. They concluded most management processes interacted with each other while product realization was more linear. To document interactions, the company created a Process Interaction Matrix to define relationships at a high level and used flow charts where helpful. The matrix approach proved concise and effective for documenting process interactions as required by ISO 9001 and other standards.

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leebowler331
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252 views

ISO 9001 Process

A small online publishing company, Quality Works, was working to comply with the ISO 9001:2000 standard. One requirement was to document the interactions between processes in the quality management system. The company tried flow charts but found them difficult to read. Through brainstorming, the company identified two types of processes - business management and product realization. They concluded most management processes interacted with each other while product realization was more linear. To document interactions, the company created a Process Interaction Matrix to define relationships at a high level and used flow charts where helpful. The matrix approach proved concise and effective for documenting process interactions as required by ISO 9001 and other standards.

Uploaded by

leebowler331
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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ISO 9001 process

Introduction

One of the requirements of ISO 9001:2000, specified in the paragraph 4.2.2 c),
requires a company to develop a quality manual that, among other attributes, shall
contain "a description of the interaction between the processes of the quality
management system." Through my experience, as a professional auditor, with dozens
of companies around the world, I found that very few businesses had developed
practical approaches to address this requirement. Attempts to document process
interactions range from busy and hard to read flow charts to establishing cross-
reference tables in the quality manual. I observed one of the best tools to address
process interaction requirement at Quality Works, a small on-line publishing
company.

Initiation of the project

Quality Works, a small Internet-based publishing company, has set a goal to establish
compliance with ISO 9001:2000 standard. The Management Team assigned the
company's Business Manager to develop and implement documentation to address
new requirements of the standard. While most of the new requirements were simply
addressed through preparation of the corresponding procedures and work instructions,
documentation of the interaction of the processes created some difficulties. Attempts
to document interaction of processes through traditional flow-chart resulted in a hard
to read busy document that did not impress the management team.

Brainstorming

To address this issue, the management group conducted a brainstorming session to


search for a new tool. The group determined that there were two types of the
processes: processes related to product realization and processes related to the
management system as follows:

Business management processes:

- Documentation management
- Management review
- Internal audit program
- Non-conformity and Corrective & Preventive Action (NC-CAPA) System
- Communication
- Resource management
- Record management
- Information technology

Product realization processes:


- Market analysis
- Product design
- Verification
- Validation
- Product release
- Order processing
- Product delivery
- Customer satisfaction
- Continual improvement

Identification of process interactions

Analyzing system and product realization processes, the management team concluded
that virtually all system processes are interrelated. For example, management review
may receive inputs from corrective actions, communication, internal audits, etc.
Internal audit process receives inputs from all processes within the company and
provides feedback or input into all those processes.

Product realization process was found to be more linear than system processes. For
example, results of the market analysis initiate product design. Product design leads to
verification. If verification is successful, validation of the product takes place.
Validation of the product results in product release and finally communication
regarding availability of the product. Customer satisfaction and continual
improvement close this sequence with a possibility of providing inputs into Product
delivery, Order processing, Product release, etc.

To document process interactions, the company elected two tools. The first, top-level
definition of the process interaction was documented in the Process Interaction Matrix
shown in Figure 1 (see links below). The second tool was a well-known technique of
flow-charting for those processes that required graphical illustration.

Afterword

Use of the Process Interaction Matrix at Quality Works proved that it is a helpful
concise method of defining and documenting interaction of processes for an ISO
9001:2000 quality management system. Based on our experience, we also realized
that the same matrix might be successfully used for other standards requiring
definition of the interaction of the processes, such as ISO 13485:2003, ISO/TS 16949
[3] and others.

Acknowledgments

The author would like to express his gratitude to Maria Allen, the President of Quality
Works, for her willingness to conduct and publish this case study.

References

[1] ISO 9001:2000 Quality management systems - Requirements


[2] ISO 13485:2003 Medical devises - Quality management systems - Requirements
for regulatory purposes

[3] ISO/TS 16949 Quality management systems - particular requirements for the
application of ISO 9001:2000 for automotive production and relevant service part
organizations.

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