ISO is a globally accepted international standard, which specifies the requirements for food safety management systems. The standard outlines a framework which harmonizes all parts of the food supply chain, from producer to consumer, and helps you reduce food hazards, control the risks and prevent contamination. ISO was specifically designed to serve as a guiding framework for organizations of all sizes and industries as it provides a firm customer focus, namely delivering qualitative goods and services.
Disaster Recovery includes policies and procedures aimed at protecting an organization from human or naturally triggered disruptions on the IT infrastructure. It plays a significant role in the prevention of data losses, financial consequences, loss of trustworthiness and organizational reputation. So, anything that you do in your organization that takes an input, does an activity with that input, and then creates an output is a process; but how is this different from a procedure?
Not all processes need to have a procedure — the main decider is if you need to follow a certain series of steps or not. An example of a procedure that would accompany a contract review process might be that you have determined one way that customers will give you a purchase order, there is a defined set of steps to review, approve, and accept that order, and then the order is recorded and distributed in a certain way to your employees.
It is important to note that not every process needs to have a procedure. For instance, if you have a process that you only buy product from an approved supplier, but you do not have a defined way to add a supplier to that list, then you have a process but not a procedure to go with it. Likewise, in software development there is not one right way to code, and the software developers will write their code differently not following a procedure; or, when a trained and certified machinist is given a drawing and decides how to make a machined part, there may be no one right way to do it, so that person will rely on their skills and knowledge to decide how to make the part.
Having a process that does not have a procedure is particularly noticeable in processes where you rely heavily on the knowledge and skills of the person doing the job. When a doctor is performing brain surgery, they do not have a documented procedure to do this because it relies heavily on their experience in dealing with what they find as they go. There may be some procedures that are followed as they go, but there is no documented procedure for this.
The discussion of whether you need to document a procedure is yet another step, but also an important one. In ISO there are six identified documented procedures that are needed for a QMS, but with the new version of ISO there is no mandated documented procedure.
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Next SlideShares. You are reading a preview. Create your free account to continue reading. Sign Up. Upcoming SlideShare. Manager par les processus. Embed Size px. Start on. Once you've done all of this you've defined your unique process-based management system.
But that's not enough. It also asks you to address the risks and opportunities that could influence your organization's system or disrupt its operation and to consider how its context and its interested parties could affect the results it intends to achieve. At an abstract level, a process-based management system can be diagrammed in the following way. The diagram below shows several processes interconnected using many lines and how suppliers and customers fit it.
These lines represent inputs and outputs. All of these elements make up a process-based management system. ISO standards usually expect you to "maintain documented information to the extent necessary to support the operation of processes and retain documented information to the extent necessary to have confidence that the processes are being carried out as planned ". In other words, you must maintain the documents that you need in order to support your processes and retain the records that you need in order to show that process plans are actually being followed.
This leaves you with quite a bit of leeway. Essentially, you can provide as much documentation as you need in order to support your process-based management system. We suggest that you use flowcharts to give people a view of the big picture and develop more detailed procedures to show them how process activities should be carried out.
However, this is only our recommendation. It's not an ISO requirement. It suggests that you:. It also suggests that you use the PDCA approach to establish your organization's process-based management systems. Introduction to Process Management Framework. Overview of our Process Management Framework. Process Management Framework - Product Sample 1. Process Management Framework - Product Sample 2.
Process Management Framework - Product Sample 3. Plain English Process Management Definitions. InfoGraphics for Process Management. Privacy Management Guide. Cybersecurity Management Guide. Integrated Management Systems Guide. Home Page. Our Library. A to Z Index.
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