What Is Process Management, And How Does Process Management Impact Quality?

Process Management seeks to optimize a company’s results, eliminating unnecessary steps, defining, measuring, monitoring, and improving processes that align with the organizational and strategic objectives of the business.

When activities are connected in a network of processes, the organization can deliver value and achieve consistent and predictable results, facilitating both the identification of deviations and the ability to see new opportunities.


How Does Process Management Impact Quality?

Retaining Talent

Processes keep the team engaged in working towards a greater goal. Investing in staff training, standardization, and management of activities helps maintain engagement with the organizational culture and commitment to improvements.

In addition, it brings more organization to activities. Each team member knows exactly what they need to do and why they are doing it in a specific format, allowing for work more in tune with other areas.

How To Apply Process Management?

When we talk about process management from the quality management perspective, ISO 9001 is one of the great references in this regard. According to requirements 4.4.1 of the standard, the organization must define the essential processes for its management system, how they are related and how they are structured to meet the needs and expectations of the interested parties. These processes must also be determined according to the organization’s policies, strategies, and objectives. For this, the organization must determine.

How Is Process Management Done?


The inputs consider any input, raw material, or information needed to transform the process in question. When we talk about input, you can consider documents, inputs, infrastructure, information to be analyzed, etc. For example, in a bicycle factory, we can consider aluminum rims, components, tires, supplies, etc., as input.


It considers products or information necessary for the transformations that will occur in one or more processes—for example, finished products, documents, records, etc. In the case of the bicycle factory example, the outputs are the finished bicycles themselves. It is essential to determine criteria for process outputs, comparing them with the established criteria. If it does not, it is essential to plan and implement improvement actions in this case.


We define as resources everything that must be considered to transform inputs into outputs. It supports the operation of processes and ensures effective performance right through to the final stage. When we talk about resources, we include machines, technology, financial resources, resources provided externally (partnerships, for example), equipment, facilities, people, etc. It is also essential that the organization frequently assess the organization of resources to determine opportunities to improve their use.

Risks And Opportunities

Considering the internal and external environment, the organization must identify all risks and opportunities that may affect the quality of its products and services. For example, what risks can a manufacturing process bring to the commercial area in an industrial process? Delay in the delivery of supplies? Customer dissatisfaction? And in the internal environment, can there be a lack of technical specifications? Lack of knowledge and skills of employees? Visit the website

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