Chapter 8: Connecting the Process Approach to Risk-Based Thinking

This is the bridge between this chapter and Chapter 6 (Risk Management). You need to understand it now.

Clause 6.1 requires you to identify risks and opportunities related to your context and stakeholders. But risk identification doesn't happen in a conference room with Post-it notes. It happens naturally when you've mapped your processes.

Once you've defined your core stamping process with inputs, outputs, resources, and controls, the risk questions become concrete:

• Input risk: What if the material vendor ships non-certified coil? → Add supplier audit control.
• Resource risk: What if press #3 fails? → Add preventive maintenance plan and backup equipment.
• Control risk: What if the operator forgets the setup SOP? → Add job aids and machine-side signage.
• Output risk: What if stamped parts don't meet weld-fit requirements? → Add first-piece inspection gate and traceability.

When you work through the turtle diagram with a cross-functional team (shop floor, quality, planning, maintenance), risks surface naturally. You're not inventing risks—you're discovering them because you understand your process.

The process map becomes the input to your risk register. And that risk register drives your control strategy. This is why we recommend building your process map before you start writing risk registers—the sequence matters.