Management system guidance
What's the difference between a process and a procedure?
What is a process?
Think of a process as the 'actions to get work done'. Usually, it's the work of interacting people, machines or other processes. Work applies to the resources and controls that change inputs into outputs. A process may have one or several procedures, which may or may not be documented, to control the work. In some cases, procedures may be so well understood by the people doing the work to make the procedure unnecessary.
Using a top-down approach, process maps and flow charts allow us to describe how the process is structured into a hierarchy of activities and to see the sequence of steps, as well the responsibilities for each step or task.
What is a procedure?
These days our work depends on effective interactions with other process teams, across several functions or departments, and with procedures and forms to control these process steps; value comes from using a set of standardized instructions.
A procedure is a type of document that describes the instructions and sequence for a specific task within a process. The content will vary depending on the size of your business, its activities, processes, products and services; the complexity and interactions of its processes, and the competence of personnel.
Operational procedures and forms, as well as; reports, work instructions, flow charts, process maps, signs, placards, drawings, schematics, container markings, labels, etc. are all valid examples of ‘documented information’. Ensure that your procedures, turtle diagrams and process maps are reviewed, approved, communicated and distributed so that they are known and understood within your organization.
What is a form?
A form is a type of document used to collect and record quality management system data as required by a procedure or task. A form, report or a log can become a 'record' when data are entered and saved. Records can be kept as paper forms or in electronic format, or in a combination of both.
An effective system of record-keeping ensures that all records are accessible whenever needed within a reasonable time. These records should be organised in such a way that ensures traceability and accessibility throughout the required retention period.
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Free management system interpretation guidance
Planning - Context, leadership and management system planning
This is the 'Plan' part of the PDCA process. Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organizational policies. This is often implemented using stated objectives, work instructions or procedures as required for consistent process output.
Doing - Support and operations
This is the 'Do' part of the PDCA process. Ensure the availability of resources and information necessary to support the operation and monitoring of your processes. This may be through management review or other methods that define resource requirements.
Checking - monitoring, measuring, analysing and evaluating
This is the 'Check' part of the PDCA process. Monitor, measure and analyse process performance. Monitor and measure processes and products against policies, objectives and requirements, and report the results. The methods employed and the timing of such analysis should be based upon priorities established by the organization.
Acting - implementing improvement actions
This is the 'Act' part of the PDCA process. Implement the actions necessary to achieve the planned results, and for the continual improvement of those processes. Auditors will expect to see evidence that corrective action is taken when measurable objectives and performance indicators fall below target or a pre-defined action level.
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Free PDCA guidance
ISO Navigator™ is our FREE online training tool that shows you how to apply the principles of PDCA to your operations. We also offer many helpful templates that get you on the road to documenting your management system, please visit the download page.