> Process approach in ISO 9001: define processes, interactions, owners and metrics – with a process map, an example and common mistakes to avoid. Source: [https://docxpert.io/en/glossary/process-approach](https://docxpert.io/en/glossary/process-approach) # Process approach in ISO 9001 explained | docxpert ## The building blocks - **Process map:** shows management, core and support processes and how they connect. - **Process owners:** one person per process responsible for results and improvement. - **Inputs and outputs:** what goes into a process and what comes out, including at interfaces with other processes. - **Criteria and metrics:** how you can tell the process is effective. - **Risks and opportunities:** what can threaten or improve the process. A compact way to describe all building blocks of a process on one page is the [turtle diagram](https://docxpert.io/en/glossary/turtle-diagram). ## An example The core process “order to delivery” starts with the customer enquiry and ends with delivery. It touches sales, planning, purchasing, production and shipping. Department thinking optimises each area on its own; the process approach asks how long the whole flow takes and where information gets lost at interfaces. A process owner sees the whole and steers through metrics such as lead time and on-time delivery. ## Common mistakes - The process map mirrors the org chart instead of value creation. - Too many, too small processes nobody can keep track of. - Processes without metrics, so their effectiveness cannot be evaluated. - Interfaces are described but nobody is responsible for them. ## Why the approach pays off Most errors do not arise within one department but at handovers: incomplete orders from sales, missing information for purchasing, unclear inspection requirements for production. The process approach makes these handovers visible and assigns responsibility for them. It also helps put resources where they do the most for the overall result. ## Implementing it in docxpert In [process management](https://docxpert.io/en/features/process-management) you create processes with owners and link them to their documents. The “Process map and interactions” template from the template library helps with the description. Traceability shows which requirements a process covers. ## Frequently asked questions How many processes should an SME have? Ten to twenty processes are often enough. What matters is that each process has an owner and measurable criteria. Do I have to describe every process? ISO 9001 requires documented information to the extent necessary to support the operation of processes. Not every process needs a detailed procedure. What is the difference between a process and a procedure? A process describes what happens and with what result. A procedure is the specified way to carry out a process or activity. How does the process approach relate to PDCA? Each process is planned, operated, evaluated and improved according to the \[PDCA cycle\](content:term-pdca). ## Read next [GlossaryKey quality and compliance terms, explained briefly and clearly.Learn more](https://docxpert.io/en/glossary) [Turtle diagramDescribe and audit a process with six questions on one page.Learn more](https://docxpert.io/en/glossary/turtle-diagram) [Process managementDescribe processes with owners, inputs and outputs and link them to documents.Learn more](https://docxpert.io/en/features/process-management) [PDCA cyclePlan, Do, Check, Act: the principle behind every ISO management standard.Learn more](https://docxpert.io/en/glossary/pdca-cycle) [ISO 9001 internal audit checklistAudit questions for clauses 4 to 10 – to tick off and download as PDF.Learn more](https://docxpert.io/en/checklists/iso-9001-internal-audit-checklist) Free checklist ## ISO 9001 internal audit checklist Audit questions for clauses 4 to 10 – to tick off and download as PDF. [ISO 9001 internal audit checklist](https://docxpert.io/en/checklists/iso-9001-internal-audit-checklist)[Or try docxpert for 14 days](https://docxpert.io/en/trial)