Document: ISO/TC 176/SC 2/N 544R

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Secretariat of ISO/TC 176/SC 2 Date: 17 May 2001

ISO 9000 Introduction and Support Package:

Guidance on the Process Approach to quality management systems
In conjunction with the publication of the International Standards ISO 9001:2008 and
ISO 9004:2000, ISO/TC 176/SC 2 has published a number of guidance modules:

– Guidance on ISO 9001:2008 clause 1.2 'Application'

– Guidance on the Documentation requirements of ISO 9001:2008
– Guidance on the Process Approach to quality management systems
– Guidance on the Terminology used in ISO 9001:2008 and ISO 9004:2000 _1)

(1) This module was developed jointly with ISO/TC 176/SC1/WG2. ISO/TC 176/SC1 was responsible
for the development of ISO 9000:2000 Quality management systems - Fundamentals and vocabulary)

Together these are being made available as the ISO/TC 176/SC 2 'ISO 9000 Introduction
and Support Package.

Feedback from users of the standards will be used to determine whether additional modules
should be developed, or if these published modules should be revised.

The modules, and further information on the year 2000 ISO 9000 standards, may be
downloaded from web site:

http://www.bsi.org.uk/iso-tc176-sc2

C Corrie
for BSI Secretariat
ISO/TC 176/SC 2

1
BSI Standards, 389 Chiswick High Road, London W4 4AL Telephone: + +44 208 996 9000 Fax: + +44 208 996 7400
 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

1) Introduction

This guidance document is intended to help users of the ISO 9000:2000 series of standards to
understand the concepts and intent of the “process approach” to quality management systems. It is not
limited to the requirements of ISO 9001:2008, and is not intended to provide guidance for conformity
assessment purposes. It should not be interpreted as a source of additional requirements to those
contained in ISO 9001:2008.

The new ISO 9000:2000 standards promote the adoption of a process approach when developing,
implementing and improving a quality management system (QMS). The process approach is reflected
in the structure of ISO 9004:2000 (“Quality Management Systems – Guidelines for performance
improvement”), and also in ISO 9001:2008 (“Quality management systems – Requirements”). The “20
element” structure of ISO 9001:1994 has been replaced by this process-based quality management
system, which is shown schematically in Figure 1, below.

Continual Improvement of the

Quality Management System
Customers
Customers (ISO9001) and
(ISO9001) and other Interested
other Interested Parties
Parties (ISO 9004)
(ISO 9004) Management
responsibility

Measurement, Satisfaction
Resource
analysis,
management
improvement

Requirements
Inpu Product Outpu
t Product t
realization

Figure 1 – Model of a process-based quality management system (Taken from ISO 9000:2000)

This guidance document seeks to explain, in simple language, what is meant by a process, how
processes can interact within a system, and how the Plan-Do-Check-Act (PDCA) cycle can be used to
manage those processes. Examples of quality management system processes are given, as well as
guidance on the implementation of the process approach in relation to ISO 9001:2008 requirements.

© ISO 2001 – All rights reserved 2 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

2) Understanding the Process Approach

One of the eight quality management principles on which the ISO 9000:2000 series of standards is
based relates to the “Process Approach” as follows:

Process Approach: a desired result is achieved more efficiently when activities and related resources
are managed as a process.

ISO 9000:2000 clause 3.4.1 defines a “Process” as:

“Set of interrelated or interacting activities which transforms inputs into outputs

NOTE 1 Inputs to a process are generally outputs of other processes.

NOTE 2 Processes in an organization (3.3.1) are generally planned and carried out under controlled conditions
to add value.”

Inputs and outputs are generally products that may be tangible and/or intangible. Examples of inputs
and outputs may include equipment, materials, components, energy, information and financial
resources, among others. To perform activities within the process appropriate resources have to be
allocated. A measurement system can be used to gather information and data to analyse process
performance and/or input and output characteristics.

EFFECTIVENESS
EFFECTIVENESS
PROCEDURE* OF
OFPROCESS
PROCESS==
Ability
Abilitytotoachieve
(“Specified way to carry out an activity or a desired
achieve
desiredresults
results
process” - may be documented or not) (Focus
(FocusofofISOISO
9001:2000)
9001:2000)

Input PROCESS Output

PRODUCT
(Includes
(“Set of interrelated
Resources) or interacting activities”) (“Result of a
process”)

EFFICIENCY
EFFICIENCYOF OF
MONITORING AND PROCESS
PROCESS==
MEASUREMENT OPPORTUNITIES Results achieved
Results achieved
vs
vsresources
resourcesused
used
(Before, during and after the process) (Focus
(FocusofofISO
ISO
9004:2000)
9004:2000)
* Note – This is the definition of “procedure” given in ISO 9000:2000.
This does not necessarily mean one of the 6
“documented procedures” required by ISO 9001:2000

Fig 2 – Schematic representation of a Process

ISO 9001:2008 stresses the importance for an organization to identify, implement, manage and
continually improve the effectiveness of the processes that are necessary for the quality management
system, and to manage the interactions of these processes in order to achieve the organization’s
objectives. ISO 9004:2000 guides the organization beyond the requirements of ISO 9001:2008 by
focussing on performance improvements. ISO 9004:2000 recommends an evaluation of the efficiency,
as well as the effectiveness of the processes.

Process effectiveness and efficiency can be assessed through internal or external review processes
and be evaluated on a maturity scale. These scales typically range in degrees of maturity from “no
formal system” to “best-in-class performance”. An advantage to this approach is that results can be

© ISO 2001 – All rights reserved 3 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

documented and monitored over time to reach improvement goals. Numerous maturity tables have
been developed for different applications. One such model is contained in ISO 9004:2000 Annex A,
Guidelines for Self-Assessment.

3) The P-D-C-A Cycle and the process approach

The “Plan-Do-Check-Act” cycle was first developed in the 1920’s by Walter Shewhart, and was
popularised later by W. Edwards Deming. For that reason it is often referred to as “The Deming Cycle”.
Extensive literature exists about the PDCA cycle in numerous languages, and users of the ISO
9000:2000 family of standards are encouraged to consult this for a deeper understanding of the
concept.

The PDCA concept is something that is present in all areas of our professional and personal lives, and
is used continually, either formally of informally, consciously or sub-consciously in everything we do.
Every activity, no matter how simple or how complex, falls into this never-ending pattern:

Act Plan
•How to improve •What to do?
next time? •How to do it?

Check Do
• Did things happen •Do what was
according to plan? planned

Figure 3: The “Plan-Do-Check-Act” cycle

Within the context of a quality management system, the PDCA is a dynamic cycle that can be
deployed within each of the organization’s processes, and to the system of processes as a whole. It is
intimately associated with the planning, implementation, control and continual improvement of both
product realization and other quality management system processes.

© ISO 2001 – All rights reserved 4 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

ACT PLAN
CHECK DO

Maintaining and continually improving the process capability can be achieved by applying the PDCA
concept at all levels within the organization. This applies equally to high-level strategic processes, such
as quality management system planning, or management review, and to simple operational activities
carried out as a part of product realization processes.

© ISO 2001 – All rights reserved 5 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

The Note in Clause 0.2 of ISO 9001:2008 explains that the PDCA cycle applies to processes as
follows:

“Plan” establish the objectives and processes necessary to deliver

results in accordance with customer requirements and the
Act Plan organization's policies;

“Do” implement the processes;

Check Do “Check” monitor and measure processes and product against policies,
objectives and requirements for the product and report the
results;

“Act” take actions to continually improve process performance;”

Include Interested parties and make clear we are not just talking IS

•Communication
•Setting quality policy and
objectives
•Management review
•Availability of resources
•Use of data

M e jo ra continua de l
s is te ma de ges tión de la c alid ad

Re sp onsab ilida d

•Determination and provision of C us tom er

de la D irecc ión
C lien tes •Processes to demonstrate:
resources G estión de
M ed ición
análisis Sa tis facc ión
•Conformity of product
•Human resources recurs os y me jora
•Conformity of management
•Infraestructure Inputs Re alización Produ cto
Outpu t
system
•Work environment •Continual improvement
Require me nts de l
p rod ucto

L eyenda

Ac tividades que ap or tan v alor

F lujo de in fo rm ac ió n

•Planning of product realization

•Customer related processes
•Design and development
•Purchasing
•Production and service provision PDCA approach have to
•Control and monitoring and apply to all described
measuring devices processes in fig. x

4) Understanding
the system approach to management

A second important quality management principle that is intimately linked with the Process Approach is
the System Approach to Management, which states that “Identifying, understanding and managing
interrelated processes as a system contributes to the organization’s effectiveness and efficiency in
achieving its objectives.” Within this context, the quality management system comprises a number of
interrelated processes. The processes needed for the quality management system include not only the
product realization processes (those that directly contribute to making the product or delivering the
service), but also numerous management, monitoring and measurement processes, such as resource
management, communication, internal auditing, management review, and other processes. This can be
seen schematically in Figure 3, which provides greater detail of the kind of processes that typically
comprise the quality management system, divided among clauses 4 – 8 of ISO 9001:2008 and ISO
9004:2000.

Figure 4: Schematic representation

5. of
Toptypical quality management system processes, related t
Management
Processes
4. Quality
Examples Management
• Process to define System
© ISO 2001 – All rights reserved quality policy and 6 ISO/TC 176/SC 2/N 544R
Processes
objectives
• Communication process
• Management review
(Fig 1)
 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

6. Resource Management 8. Measurement, Analysis and

Processes Improvement Processes

Examples Examples
• Determination and • Processes to
provision of demonstrate:
resources • Conformity of product
• Human resources • Conformity of
• Infrastructure management system
definition • Continual
• Work environment improvement

7. Product Realization Processes

Examples
• Planning
• Customer related processes
• Design & development
process
• Purchasing process
• Production & service
provision
• Control of monitoring and

Figure 4: Schematic representation of typical quality management system processes, related to Figure 1

© ISO 2001 – All rights reserved 7 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

Individual processes rarely occur in isolation. Outputs from one process typically form part of the inputs
into subsequent processes, as shown in Figure 4.

Outputs from Outputs from Outputs from

Process A Process B Process C
PROCESSA PROCESSB PROCESSC
Inputs to Inputs to Inputs to
Process A Process B Process C

Figure 5 Chain of interrelated processes

The interactions between an organization’s processes can often be complex, resulting in a network of
interdependent processes. Inputs and outputs of these processes can often be related to both external
and internal customers. An example of a network with interacting processes is shown in Figure 6. The
model of the network of processes illustrates that customers play a significant role in defining
requirements as inputs. Customer’s feedback on satisfaction or dissatisfaction of process output is an
essential input to the continual improvement process of the QMS.

A P
C D
Input E Ouput E
PROCESS E
AA PP
CC DD
Input A Output A
PROCESS A

AA PP
Input C Input D
CC DD Ouput D
PROCESS C PROCESS D
Output C
AA PP AA PP
CC DD CC DD
Input B Output B
PROCESS B

AA PP
Input F Output F
CC DD Internal Internal
PROCESS F
Customer Customer
AA PP
CC DD Feedback

Figure 6: Typical network of interacting processes

Note that the PDCA cycle can be applied to each individual process, as well as to the network of
processes as a whole. Some important quality management system processes may have no direct
interaction with the external customer. Process “F” in Figure 6, for example, may be an internal audit, a
management review, maintenance, or a training process.

© ISO 2001 – All rights reserved 8 ISO/TC 176/SC 2/N 544R

 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

5) Implementation of the Process Approach in relation to ISO 9001:2008

Requirements

Clause 0.2 in the introduction of ISO 9001:2008 states, referring to the process approach:

“When used within a quality management system process, such an approach emphasizes the
importance of:
a) the understanding and meeting of requirements,
b) the need to consider processes in terms of added value,
c) obtaining results of process performance and effectiveness, and
d) continual improvement of processes based on objective measurement.”

Further guidance is provided in clause 2.3 of ISO 9000:2000.

Within the context of ISO 9001:2008, the process approach includes the processes needed for product
realization, and the other processes needed for the effective implementation of the quality
management system, such as the internal audit process, the management review process, the data
analysis process, and the resource management process, among others. All processes can be
managed by using the “PDCA” concept.

Requirements for these processes are stated in the following clauses of ISO 9001:2008:

♦ 4 Quality management system

♦ 5 Management responsibility
♦ 6 Resource management
♦ 7 Product realization
♦ 8 Measurement, analysis and improvement

The general requirements for a quality management system are defined in clause 4.1 of ISO
9001:2008. Some guidance is given below on what questions an organization may choose to ask itself
in order to address these requirements. It is stressed that these questions are only examples, and
should not be interpreted as the only way to meet the requirements:

a) Identify the processes needed for the quality management system, and their application
throughout the organization.

- What are the processes needed for our quality management system?
- Who are the customers of each process (internal and/or external customers)?
- What are the requirements of these customers?
- Who is the “owner” of the process?
- Are any of these processes outsourced?
- What are the inputs and outputs for each process?

b) Determine the sequence and interaction of these processes.

- What is the overall flow of our processes?

- How can we describe this? (Process maps or flow charts?)
- What are the interfaces between the processes?
- What documentation do we need?

c) Determine criteria and methods required to ensure that both the operation and control of
these processes are effective

- What are the characteristics of intended and unintended results of the process?
- What are the criteria for monitoring, measurement and analysis?
- How can we incorporate this into the planning of our QMS and product realization processes?
- What are the economic issues (cost, time, waste, etc.)?
- What methods are appropriate for data gathering?

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 ISO 9000 Introduction and Support Package:
Guidance on the Process Approach to quality management systems

d) Ensure the availability of resources and information necessary to support the operation and
monitoring of these processes

- What are the resources needed for each process?

- What are the communication channels?
- How can we provide external and internal information about the process?
- How do we obtain feedback?
- What data do we need to collect?
- What records do we need to keep?

e) Measure, monitor and analyse these processes.

- How can we monitor process performance (Process capability, customer satisfaction)?

- What measurements are necessary?
- How can we best analyse gathered information (Statistical techniques)?
- What does the result of this analysis tell us?

f) Implement action necessary to achieve planned results and continual improvement of these
processes

- How can we improve the process?

- What corrective and/or preventive actions are necessary?
- Have these corrective/preventive actions been implemented?
- Are they effective?

6) Documentation of processes
Processes exist within the organization and the initial approach should be limited to identifying and
managing them in the most appropriate way. ISO 9001:2008 requires that all processes “needed for
the quality management system” be managed according to clause 4.1 General requirements. There is
no “catalogue”, or list of processes that has to be documented. Each organization should determine
which processes are to be documented on the basis of its customer and applicable regulatory or
statutory requirements, the nature of its activities, and its overall corporate strategy.
In determining which processes should be documented the organization may wish to consider factors
such as:

• effect on quality;
• risk of customer dissatisfaction
• statutory and/or regulatory requirements
• economic risk
• effectiveness and efficiency
• competence of personnel
• complexity of processes

Where it is found necessary to document processes, a number of different methods can be used, such
as graphical representations, written instructions, checklists, flow charts, visual media, or electronic
methods.

Further guidance on the documentation requirements of ISO 9001:2008 is given in

ISO/TC176/SC2/N525R.

© ISO 2001 – All rights reserved 10 ISO/TC 176/SC 2/N 544R