| |
A new process model for the BFSA Printable version |  Last update on
22.04.2016
Shortly after its start in 2002, the BFSA chose a new approach for its working method and reviewed all its activities/processes in a BPR project (Food@work) which ran from 2003 up to 2006. A high level model of activities had been drawn up and the core process of the BFSA had been defined in the business plan 2006- 2008. The basic idea was a general approach covering all entities of the organization. The BPR project has been implemented successfully, but for this new business plan, it was inevitable to update that model resulting in a new process model. This process model is illustrated in the “cartography” scheme.
Process means a collection of coherent activities affecting each other and transforming inputs into outputs (ISO 9001). The cartography of the processes offers an overall view on the organization’s functioning and makes it possible to identify the main activities carried out so as to meet the client’s needs.
The aim of three strategic processes or control processes is to plan, organize and follow-up operational activities. It concerns risk assessment, the development of the business plan and consultation with the stakeholders. The stakeholders are persons or instances that have a direct, social, financial or other interest in the services and success of the BFSA, or whose functioning has an influence or effect on the organization.
Those considered to be the stakeholders in the BFSA processes are - the sector organizations, the professional organizations, the consumer organizations, citizens, public services, staff members, third countries, the minister in charge of the BFSA, the government, management, subcontractors and suppliers..
The operational processes are subdivided into six categories so as to meet the needs of the clients - the development and implementation of regulations; the availability of tools for the FFBO’s; product and activities’ control; the implementation of crisis prevention and crisis management policies; communication/information to the stakeholders and reports to third parties. These are the activities representing the core business of the BFSA. These will generate the different types of products or services (outgoing elements, outputs). These are shown at the right side of the scheme.
The supporting processes provide the necessary resources so as to accomplish the operational activities. Resources are also made available internally via external service providers (suppliers). In parallel to this kind of management, the BFSA also provides services for third parties (e.g. laboratory analyses).
The cartography of the processes emphasizes the efficiency of the activities of the organization, from the BFSA’s concern about fulfilling the needs and expectations of the clients, by supplying products and services which meet these needs and expectations.
|
|
