Process description example for ISO 9001
A process description records on one or two pages how a process runs: what goes in, which steps you take, who is responsible, what comes out and how you measure whether it works well. ISO 9001 clause 4.4 asks you to determine and control your processes, and clause 8.1 asks you to keep the information needed to run them. Below you find a fully completed example that you can adapt. To first map out all your processes, read mapping processes. You can buy the official standard text from NEN .
Short answer: a good process description for ISO 9001 contains at least the purpose, scope, owner, inputs, steps, outputs, criteria, risks, records and a performance indicator (KPI). The format is free: a table, a flowchart or text. Keep it short enough that employees actually read it.
On this page
The elements that the standard expects.
What must it contain?The quote to handover process, fully worked out.
Completed exampleCopy and fill in for your own processes.
Blank templateHow they test whether the description is accurate.
What the auditor wants to seeWhat must a process description for ISO 9001 contain?
Clause 4.4 names the topics you must determine for each process. A process description is where you bring those answers together. You do not need to write up every process, but for your core processes it is sensible.
| Element | Link to ISO 9001 | Question it answers |
|---|---|---|
| Purpose and scope | 4.4 | Why does the process exist, and where does it start and end? |
| Owner | 4.4 and 5.3 | Who monitors the process and may change it? |
| Inputs and outputs | 4.4 | What do you need to start, and what do you deliver? |
| Steps | 8.1 | Which activities determine quality? |
| Criteria | 4.4 and 8.1 | When is the output good enough? |
| Resources | 7.1 and 7.2 | Which people, systems and knowledge are needed? |
| Risks and opportunities | 6.1 | What could go wrong, and what do you do about it? |
| Records | 7.5 | Which evidence do you keep? |
| Indicator | 9.1 | How do you measure whether the process works? |
Example process description: from quote to handover
This example comes from a fictional installation company with twelve employees. It is their most important core process. Take the structure over and replace the content with your own company’s.
Document header
| Field | Content |
|---|---|
| Process | From quote to handover |
| Version and date | 3.0, 12 January 2026 |
| Process owner | Project manager |
| Approved by | Director |
| Scope | From an incoming request to a signed handover form. Service and maintenance fall under a separate process. |
| Purpose | Deliver installations that work, meet the agreements and are approved by the customer at the first attempt. |
Inputs, outputs and people involved
| Input | Output | Functions involved |
|---|---|---|
| Customer request (email, phone, tender) | Working installation | Sales, work preparation, planner, fitter |
| Customer drawings and requirements | Signed handover form | Project manager |
| Available fitters and materials | As-built drawing and invoice | Administration |
Process steps
| # | Step | Who | Criterion or check | Record |
|---|---|---|---|---|
| 1 | Review the request | Sales | Can we deliver this in terms of knowledge, capacity and planning? | Request review checklist |
| 2 | Prepare the quote | Sales | Price, scope and lead time clear; exceptions stated | Quote in CRM |
| 3 | Confirm the order | Sales | Differences between quote and order resolved | Order confirmation |
| 4 | Work preparation | Work preparation | Material list complete, drawings up to date | Project folder |
| 5 | Planning | Planner | Competent fitter scheduled (see competence matrix) | Planning board |
| 6 | Execution | Fitter | Work carried out to drawing and work instruction | Daily report |
| 7 | Final inspection | Fitter and project manager | Measurements within limits, checklist complete | Measurement report, handover checklist |
| 8 | Handover | Project manager | Customer signs off; open points with a date | Handover form |
| 9 | Aftercare and evaluation | Project manager | Complaints picked up within 30 days | Evaluation in CRM |
Steps 1 and 3 cover clause 8.2 (review of customer requirements). Step 7 covers clause 8.6 (release). This shows how a single process description covers several clauses of the standard at once.
Risks, indicator and nonconformities
| Element | Content |
|---|---|
| Main risk | Wrong or outdated drawing on site. Measure: use only drawings from the project folder, with a version number. |
| Opportunity | Make the standard handover checklist digital, so photos go straight into the file. |
| Indicator (KPI) | Percentage of handovers without open points. Target: 85%. Measured every quarter. |
| If a nonconformity occurs | Report it using the nonconformity form, see nonconformities and improvement. |
Describe how the work really runs, not how it should run. If fitters never complete the checklist in practice, the auditor will find a nonconformity on your desk within ten minutes.
Blank process description template for ISO 9001
Copy this template into Word, Excel or your quality software. One page per process is often enough.
| Field | To complete |
|---|---|
| Process | |
| Version, date, approved by | |
| Process owner | |
| Purpose | |
| Scope (start and end) | |
| Inputs | |
| Outputs and customer of the output | |
| Steps (who, what, criterion, record) | |
| Required resources and competences | |
| Risks and measures | |
| Indicator and target | |
| Related documents |
What does the auditor want to see in a process description?
The auditor uses your process description as a route map. They pick a recent project and walk through the steps with you. At each step, they ask for the evidence in the “record” column.
| What the auditor does | What they look for |
|---|---|
| Chooses a random completed project | Project files that are complete and easy to find |
| Asks the fitter how the final inspection works | The answer must match step 7 |
| Asks for the KPI and the trend | Figures for the last few quarters |
| Checks the version and approval | A current version, with old versions no longer in use |
| Asks what happens when something goes wrong | A reference to your nonconformity process |
How many process descriptions do you need for ISO 9001?
The standard does not state a number. A small company often manages with three to six descriptions: one or two core processes (such as sales and delivery), purchasing, and a governing process for objectives, audits and the management review. Supporting processes such as HR can often fit in a short table.
Not sure whether a process needs its own description? Look at the risk. Do things often go wrong there, or are the consequences large for the customer? Then it does. Otherwise a work instruction or checklist is enough.
Next step
Record your process descriptions with a version and approval, as described under document control (7.5). Use the ISO 9001 checklist to see which clauses your processes already cover. You find more formats, such as a flowchart, in the resources.
Sources
- NEN-EN-ISO 9001:2026 : clauses 4.4 and 8.1
- ISO/IAF APG: Processes : audit guidance on processes
- ISO.org: ISO 9001