ISO defines a process as a system that uses resources to transform inputs into outputs. We can see many processes around us. Take, for example, the process of getting up in the morning. The initial starting point (the input) is us sleeping in our bed.
At some point, at the set time, the alarm rings (the process) and we get up (output). To ensure that the process works properly, it will need regular checks such as checking that the clock shows the correct time, setting the alarm time, and making sure the alarm is on. Often, the output of one process will directly become the input into the next process.
In addition to inputs and outputs, processes include the purpose, objectives, measurements and indicators, process owners, controls, suppliers, customers, and resources needed to perform the processes. Let's see the description of the different parts:
- purpose - is a brief description of what the process intends to achieve;
- objectives and performance measures - these are the predetermined performance levels that you want to achieve and the measurements that are used to keep the process under control;
- process owners - each process should have a designated owner who is responsible for its proper execution and continued applicability;
- suppliers - they are usually the source of the inputs to a process. It could be another process or a business department;
- inputs - are the elements needed to produce the outputs. They should not be confused with the resources needed to run the process;
- controls - are standards defined by the organization or by a standard or by the requirements of reference that have a direct impact on how a process is performed;
- resources - can be: people working on the process, infrastructure and equipment needed to run the process and obtain an output of an acceptable level;
- output - is the final result expected from a process. It can constitute the input to another process, but in all cases it should add value
- customers: ultimately, all processes provide something (the output) to a customer, who could be the end buyer of a particular product or service or someone internal to the company
All these points must be taken into account before undertaking the design of a process. In order for organizations to function effectively, they will need to identify and manage numerous interconnected processes. The identification and systematic management of the processes employed within an organization and, in particular, the interactions between such processes is called "process approach".
Processes can be of different types. Those that we can define as related to the "core business" manage the activities involved in producing a final result to be delivered to the customer. They start with the definition of company policy and end when the product or service is produced, delivered or marketed. All aspects relating to products and services must be kept as documented information also to plan future strategies.
The main processes change depending on the type and size of the company but, taking an example for a small or medium-sized organization, they could be:
- sales and marketing
- design of products and services
- production
In addition to the main processes, we will have support or secondary processes that are performed in parallel and support the primary processes. This second type of process is equally important as, in addition to supporting the "core" processes, it controls all other activities that can affect the quality of products and services.
Examples of support processes are:
- the identification, provision, and management of suitable personnel;
- the identification of the information necessary to carry out the activities and its provision;
- the purchase of the necessary materials, equipment, and structures;
- the management of the quality system;
- continuous improvement
- accounting and financial management
All processes are documented to give a complete picture of how to perform the activities at a constant quality level. The level of detail varies depending on whether it is the process itself - which will have a description of its purpose, scope, and key performance indicators - a procedure, which explains how the process works, or a work instruction, which describes in detail how to perform a specific activity.