Clay tablets dating back to the third millennium BC testified to the existence of the oldest management , but the emergence of a scientific discipline and profession is due to new ideas. By the middle of the 19th century should include the formation of thought, reflecting the need for a systematic management of the organization. Thanks to special studies, new approaches have been developed in the management of a business or organization. These include: an approach with the allocation of various schools, a process approach, a systematic approach, a situational approach. The process approach is management based on the continuity of interconnected management decisions and functions. They consist in planning, organizing, motivating, controlling and creating communications for their communication, as well as in making decisions.
The term “process” itself is defined by GOST R ISO 9000 (2008 edition). Clause 3.4.1 says that it should be understood as a combination of various types of activity (they necessarily interact with each other or are interconnected) that converts inputs to outputs. GOST R ISO 9001 (2008 edition) aims at a process approach to quality management . For any type of activity or their combination, you can apply the PDCA cycle (plan — business — control — act). As a result, the organization must plan certain activities (including the development of goals), then implement them, while constantly measuring products and processes in accordance with goals and policies, and take actions to constantly improve the performance of the system.
The advantage of this approach is the continuity of control at the junction of individual functions performed by specific services. Within the framework of a quality management system , the process approach defines and emphasizes the importance of several points. There must be an understanding and implementation of the requirements of the QMS. Processes need to be considered in terms of the value they add. An assessment should also be made of the results achieved (in relation to the planned tasks) and the effectiveness of the system. Only reliable measurements can show an objective picture of improvements.
The process approach is a management strategy. Using this concept means that in the organization there is a management of activities that interact and are interconnected, that is, the inputs of some processes are the outputs of others.
Since the process approach is currently the central requirement of GOST R ISO 9001, it is possible to determine the main processes that make up the quality system. This list can be included (depending on the specifics of the organization, it can be expanded, the processes are enlarged or fragmented):
- quality management process;
- resource management process ;
- personnel management (including training);
- product purchasing process;
- design and development process;
- production management process
- service delivery process;
- product management process (including non-conforming products);
- process customer relationship management (including technical service);
- control of instruments and equipment for monitoring and measurement.
The process approach involves a clear definition of processes, their interactions and relationships (inputs and outputs), as well as ways to measure results. As a rule, all these requirements are prescribed in the documents of the quality system of each organization, and are depicted in the diagram. Quality system documents are approved by the head of the organization. Clause 4.2.2 of GOST R ISO 9001 requires the development of a quality manual, which should describe how processes interact within the quality system. In addition, it is necessary to determine the scope of the quality management system and explain any of its reductions, as well as document the QMS procedures or identify links to documents regulating them.