ISO 9001:2015
Clause 4.4
‘Quality
Management
System and its
processes’
Within the ISO 9001:2015 quality model, there are four levels of documentation
plus a supporting level (see Figure 4.6). When trying to work out which processes
should be documented, the organisation may wish to consider factors such as:
• effect on quality;
• risk of customer dissatisfaction;
• statutory and/or regulatory requirements;
• economic risk;
• competence of personnel;
• complexity of processes.
Where it is found necessary to document processes, a number of different methods
(such as graphical representations, written instructions, checklists, flowcharts,
visual media and/or electronic methods) can be used.
https://drive.google.com/drive/folders/1UnuKRvVH8SQ01zsVNp5ZuR_p8hVFFcc9
Catatan: Persyaratan yang terkandung dalam klausa ini sangat mirip dengan yang
ditemukan di versi standar sebelumnya, kecuali di edisi 2008
persyaratannya kurang jelas dan terfragmentasi di sejumlah lainnya
klausa.
ISO 9001:2015
Klausul 4.4
'Kualitas
Pengelolaan
Sistem dan nya
proses'
‘Organisasi harus:
• menetapkan, menerapkan, memelihara, dan terus-menerus
meningkatkan Sistem Manajemen Mutu, termasuk
proses yang dibutuhkan dan interaksinya
• memelihara dan menyimpan informasi terdokumentasi untuk
mendukung operasi prosesnya
Setara
ISO 9001:2008
Klausa
Mungkin
Dokumentasi
the workflow in the organization. The goal is to make sure that the processes
achieve quality objectives, deliver intended outputs, and ensure conformity of
products or services. In practice, you define how your processes flow in your
workflow (Figure 4.2).
The sequence should allow an overview of your workflow and reflect the way
you are doing business and operating in your organization. A correct sequence of
processes will allow the information to flow effectively in the workflow, deliver the
inputs to the processes as required, and provide the right outputs. Normally, these
processes have subprocesses. Some processes or activities may be in sequence and
some may work in parallel. But the end result should be a process map that indicates
or describes the workflow in the organization.
You must determine the sequence of activities within a process—what has to be
done, in which order, when, by whom, and which resources are required. One way or
method to describe the sequence of activities in a process is through a documented
procedure—documented information that includes
• Reference to a process
• Goal or objective of the process
• Reference to relevant documented information
• Target group—to whom is this document designated
• Description of activities
• The expected outputs
• Relevant documented information
• The required records
Types of such documentations:
achieve strategic objectives, such as defining quality policy and objectives, strategic
planning, and management review.
• Process diagram/flowchart—A graphic demonstration of the separated steps of
a process in sequential order indicating the entities involved in the process, the
required inputs, and expected outputs.
• Documented procedure—A structured, documented, and formatted set of activities
needed to achieve an objective.
• Work instruction—A list of documented actions that specifies what an employee
is required to perform and what the expected inputs and outputs are. This type of
documentation is usually used to define specific activities.
Another tool that reflects and demonstrates the sequence of process is an ERP sys-
tem, where processes are managed according to a defined workflow: customer offer,
Such systems dictate the sequence of activities for the user. In some cases, docu-
mentation of such systems may serve as process diagrams or work instructions. If
you decide to use this type of documentation, ensure to document the gaps and
loopholes—those activities and operations of the realization that are not covered in
this documentation.
2. menentukan interaksi proses :
Processes in the QMS must interact with each other. A process, by definition, is
a set of interrelated or interacted activities that transform inputs into outputs.
Interaction between processes refers to the delivery of inputs to processes, the
acceptance of outputs from processes, and the transferring of these outputs as
inputs to the next process. The interaction defines how inputs, outputs, or resources
are transferred between processes and activities. Processes of a system exchange
many types of information, data, material, goods, or services through activities. In
order to make the system effective, the interactions between the processes in the
system must be planned and known to the operators of the system. This interaction is
influenced by many factors. I prepared here a table of the factors and their influ-
ence on the interaction between processes:
Factor Influence of the Interaction between the Process
Supplier of inputs The supplier initiates the interrelation by delivering inputs to the
process.
The required inputs The required inputs specify what is expected from the supplier. Here it is
important to know that the inputs are handed or delivered to the
process. This definition of inputs can be documented.
Required methods or
activities for operating
the process
Here is the reference to the methods that are used to operate the process.
It includes the required activities, tools, technologies, facilities, or
infrastructures for the operation of the process and the documentation
that is needed for the support of the operation of the process.
Customer of outputs It must be understood who is the customer of the process and how the