By Jim Lee, President simpleQuE
Companies typically have some type of flow diagram showing their interaction of processes. This is the most common method to demonstrate compliance with the process requirements in ISO 9001:2015 clause 4.4 or ISO 9001:2008 clause 4.1. The new standard emphasizes the need to determine inputs and outputs, along with the sequence and interaction of these processes.
For larger companies with multiple sites and headquarters, or parent companies whether domestic or international, a new complexity arises. Registrars are targeting more detail on the linkages, interactions and inputs from sister sites and parent companies, even though those locations may be out of the certification scope. For automotive (TS and IATF 16949) it is not permitted to exclude any related support function no matter where it is performed, remote or on-site. The process map must clearly indicate these interactions.
For ISO 9001 and AS standards we are observing more emphasis by certification body auditors to scrutinize the interaction of process maps to ensure there is adequate clarity of the linkages and interactions, including headquarters that might be out of the certification scope. We are sharing this information as we see more creeping of scope from other standards, and the interpretations of related risks associated with process interactions between sister sites and headquarters. It makes sense since they can be a source of past and current problems due to a quality system breakdown between these sites.
Clients are addressing this by showing the related bodies on their interaction of process maps, and using color coding or symbols with legends to show what is out of the certification scope and what is in. This is part of a company’s context. Consider a situation where ABC Company has a Japanese parent company that is outside its certification scope, but interaction with the parent company can have a significant impact on its core processes in ABC’s interaction of process map. Some companies treat these interactions through the purchasing process, and that is explained as part of their company’s context.
While process mapping is often the first step to process improvement, make sure you are also looking at the bigger picture to understand what influences process performance. For more information about implementing or improving your quality management system, contact simpleQuE.