Criterios de interpretación de los requisitos de
ISO 9001:2015
--------------------------------------------------------------------------------------------------------------------------Process
Set of interrelated or interacting activities that use inputs to deliver an intended result.
Note 1 whether the “intended result” of a process is called output, product or service
depends on the context of the reference.
Note 2 Inputs to a process are generally the outputs of other processes and outputs of a
process are generally the inputs to other processes.
Note 3 Two or more interrelated and interacting processes in series can also be referred to
as a process.
Note 4 Processes in an organization (3.2.1) are generally planned and carried out under
controlled conditions to add value.
Note 5

A process where the conformity (3.6.11) of the resulting output cannot be readily or
economically validated is frequently referred to as a “special process”.

Note 6 This constitutes one of the common terms and core definitions for ISO management
system standards given in Annex SL of the Consolidated ISO Supplement to the
ISO/IEC Directives, Part 1. The original definition has been modified to prevent
circularity between process and output, and Notes 1 to 5 to entry have been added.

How to identify, sort and grouping the processes?
Processes come from organization business; they are different in each company according to
their core business. However generally, we talk bellows kind of process:
-

Monitoring, measurement and analysis: this process helps the company to evaluate
the requirement conformity; detect, analyse and correct deviations; setting
improvement.
Example: customer satisfaction, material conformity, construction standard
conformity.

-

Strategic: set direction and make key decision for organization’s purpose.
Example: Work planning, marketing.

-

Operating, production and service providing: it is the output of organization core
business, directly related to the client.
Example: constructions method, making instructions

-

Support: what is necessary to carry out efficiently the main activity. Normally those
processes are the input of next process.
Example: purchasing management, maintenance, training.

Sorting and grouping processes depends on:
-

The relevancy of each activity.
Participation or not of different responsible in its realization.
Documented information required for each activity to achieve them, and it could be
generated as evidence.

-

The ability to monitoring and measuring of these activities separately.
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