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I made a process flow based off my initial interpretation of what Appendix A is requesting, coupled with my interpretation of Section 1.2 (Summary of Process) in the Process Definition(s). My interpretation of these two things is to create a process flow map that identifies when these in-house Processes are executed.
I went back and reviewed the example to see if I was on the right track and I’m not sure if I am. The example is super simple and doesn’t seem to reference what would be in-house procedures, but it does seem to reference the pre-made ones that came with the kit like corrective and preventative action.
Should I just be listing the over all process? Like “Customer Request — Production — Shipping”? I think my current version expands on the production portion the most because that is where almost all my in-house SOPs come from.
First, forget about the procedures. Focus on what people DO and how much of it there is.
A process is a “bucket” to collect those activities. And then you must measure each bucket. If you have 100 processes, you have to measure 100 things. If you only have 6 processes, that’s easier. But it depends on the size and scale of your company. Most companies never have more than 15 top-level processes defined, so that should give you some scale.
If you have a single bucket (like “production”) that has a lot of sub-parts to it, decide if you want to measure those sub-parts independently. If so, break up the process. If not, keep it all together.
When you’re finally done, you can assign the procedures (documents) to the applicable processes. Some processes might have 1 or 2 procedures (possibly even 0) and others might have 100. That’s OK.