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A
process description is a set of information that describes the
characteristics of a process in terms that will enable its effective
installation, commissioning, operation, control and maintenance.
Often the content of a process description is not much more than a
flow chart and this can be adequate in certain circumstances where
much of the other information is consolidated in department and
divisional plans or manuals. However, problems may arise if a process
has to be moved and set up elsewhere. It is then that difficulties
arise as people know the process worked but don't know why.
The
essential elements are as follows: (Note: Don't try to include
everything - the process description is a model of reality not a
complete specification that has to explain everything)
Process
purpose - why
the process exists expressed
as what the process has been set up to do
Process objectives - what the process aims to achieve expressed in the following terms
|
Objective |
Measure |
Method |
Target |
Frequency of measurement |
Responsibility |
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The measurable results the process is
intended to deliver |
The
characteristics by which performance is judged (not the level of
performance; this is the target value) |
The method of measurement E.g
Inspection, test, analysis, demonstration, simulation validation
of records |
The level of performance to be
achieved. E.g Standard, specification, requirement, budget, quota,
plan |
How often the measurements are taken |
The person or role responsible for
measuring performance |
Process risk - what could go wrong in producing the
required outputs within the designated contraints
expressed in the following terms
|
Risk |
Effect |
Cause |
Probability |
Controls |
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The potential failure mode or hazard
How might this part or process fail
to meet the requirements?
What could happen which would
adversely affect performance?
What would an interested party
consider to be unacceptable? |
The anticipated effect of this failure
mode/hazard on the process outcome |
The probably causes of the
failure/hazard |
The probability that this
failure/hazard could occur |
The controls in place to prevent this
failure/hazard from occurring or the actions needed to
eliminate, reduce or control this mode of failure |
Process activators -
what event,
time or input triggers or energises
the process
Process operation - what the process does expressed in a diagram or flow chart that
identifies (Note there should only be an arrow between the boxes if
the activity is triggered by an input from the previous box. This
is not always the case)
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Inputs expressed in terms of their nature and origin
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Activities expressed as a sequence or series of actions and decisions necessary to
plan, produce, check and rectify the process outputs together with
assigned responsibilities. The criteria and methods are defined
in work instructions when appropriate. Where there are exceptions,
options or alternatives courses of action for particular cases these
should be included but don't try to address all possible exceptions
- apply the 80/20 rule..
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Constraints expressed in terms of the policies, regulations, codes
of practice, codes of conduct and other conditions that govern the
manner in which the activities are carried
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Outputs expressed in terms of their nature and destination
Human resources
- what the process needs to do what it does expressed as the capacity and competency needed to
achieve the process objectives in following terms |
|
Process Stage |
Results |
Units of competence |
Assessment method |
Evidence required |
Performance criteria |
Number Required |
|
What action or decision must be must
taken? |
What must be achieved? |
What must the person be able to do to
produce this output? |
How should assessment be conducted? |
What evidence should be collected? |
How well must this be achieved? |
Number of people required with this
competence at this stage |
Physical resources expressed as the capacity and
capability needed to
achieve the process objectives in terms of the plant, facilities,
machinery, floor space, instrumentation, monitoring equipment,
calibration etc.
Process constraints
expressed as the statutory and legal regulations, corporate policies
and other conditions resulting from the analysis of critical success
factors that constrain the manner in which the process operates. Can
be contained in tables with cross references to other process
elements.
Process reviews
- how the process is controlled
expressed as:
- Performance reviews performed to an established
schedule in accordance with defined methods to determine whether the process
objectives are being achieved.
- Improvement reviews performed to an established
schedule in accordance with defined
methods to establish whether there are better ways of achieving the process
objectives than those that are currently prescribed.
- Effectiveness reviews performed to an established
schedule in accordance with defined
methods to establish whether the process objectives, measures and targets
remain aligned to the business objectives and stakeholder needs.
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