Good process management begins by defining a process, its customers, suppliers, inputs, outputs, and tasks. See how we can help your company define all your processes, so you can take control of your business.
Because most business processes are created adhoc to solve a business problem, and then evolve, most organizations don’t have processes adequately defined.
Most organizations are managed vertically, with a hierarchical structure of responsibilities and accountabilities. Effective performance improvement must include managing the ownership of processes that cross these boundaries.
Processes can be complex or simple, long or short, and produce one or many products or services. Regardless, a process must have a worthy purpose or it should be eliminated.
Organizations often try to overcome broken processes by hiring superheroes to address the many obstacles to solving problems. Superheroes burnout, while processes stay broken.
Every process serves a customer. Organizations rarely know the customers of their internal processes, what those customers need to succeed, and to what extent their internal processes are meeting customer needs.
Every process is also served by a supplier. In general, companies do not know the suppliers to their internal processes, what their processes need from those suppliers and to what extent process needs are being met.
When processes are adopted without intentional design, they meander across organizations through the development of “good ideas.” These add extra steps and additional workaround activities.
Value-added tasks are tasks the customer would be willing to pay for. When processes have not been fully defined and analyzed, we find that non-value added work is usually in the 80 to 90% range.
Most companies measure what is easy versus what is valuable. Good process measurement captures both effectiveness (does the process delight its customer?) and efficiency (does the process use minimal resources?).
Strategy without strong process is like a head without a body. Process is how leadership implements its strategic intentions across the business.
Broken business processes often exist because organizations are traditionally managed by departments. In contrast, work flows horizontally, from department-to-department, function-to-function, and job-to-job. The gap created by these organizational silos offers a substantial untapped improvement opportunity.