Management Systems (QMS) have become a management tool with one of the major uses in the most recent decade, perhaps because of its effectiveness in the diagnosis of situations with great opportunities improvement also for its unique ability to improve process flows, as the documentation system provides a powerful weapon definitely against inefficiency. Of course, all this if the job is done thoroughly and in a team.
The main objective of this post is to give the reader a proven technique in the consulting business I have developed over 8 years in the design and implementation of quality systems, most based on ISO 9000 model, however, the philosophy of Process Management is not particular to the quality model can be used in Deming, EFQM other models in the market.
Step One: Identify Activities
The first step is to identify current activities actually carried out in the company, so it is important that the equipment to apply investigative techniques as interview, observation and other deemed necessary to obtain that information, that is, must be listed exactly activities performed in the company, because the activities are the actual operations of organizations.
So far the technique and to provide information on activities carried out in the dynamics of the company, helps to detect errors in organization, for example, when one or more of the objects research (interviewed or observed) answered "do everything", that answer is obviously evidence of lack of coordination between planning and organization (following the process Administarción Companies such as: planning, organizing, directing and controlling)
To carry out the task can use technological tools, such as tape recorders, videos, video conferences, etc, is very useful to rely on ICT for this purpose, ie, find the list of activities the company performs and physically real. It is very important to make clear in the following section, this first step, not trying to decide if the activity is ineffective or not, if done efficiently or not, one must identify the purification of their own effectiveness is a later step.
As should be perceived, to successfully perform this first step, we have effectively designed and validated a research tool, will soon publish a song about it for now assume that the instrument was duly built.
The result of this step is a list of activities ready to be organziar on common objectives and common responsible parties, determined by the objectives of the areas of management, strategic goals and of course, the requirements of customers (must be investigated before applying this technique). The summary of this first step, is illustrated as follows:
Step: Group activities targeting common
After identifying all activities that are conducted in the company, a process that can last several days, even weeks and may take several investigative techniques or combination of them, we proceed to relate the activities the end or purpose of each area of \u200b\u200bcompany management also should include, as a fundamental criterion in that relationship, estratéguicos objectives of the organization, which, of course, are oriented in a high percentage of customer requirements.
words, activities, regardless of the charge that do, are oriented to comply with a macro lens, beyond their performance (employee), beyond the scope of the office that plays, the overall goal is the process, because the prosecutions are a top layer of the meeting of the charges, ie a process consists of interrelated activities, which can be several positions at once.
This gives us an idea of \u200b\u200bthe Business Process Management, ie the fundamental purposes organziación at last are processes, as at the time Porter (1990) identified the value chain, ie grouped a set of activities packed together gave a characteristic distintuiva the final product of the company.
short, we focus on the superobjective, the striders to be met to make the product, subject to the company. With this focus and concentration, see above posts and departments, so transverse, the processes, which are made of activities that make overpasses that ultimately add value to the product and production process of the company.
At this point we know what activities should be grouped together and know the reason a whole, but may not know that specific name called this set, ie we do not know how to name the process. To this situation, the answer is easier than you may be considered, ie, the important thing is the reason why is grouped, the condition or conditions that meet the activities to be considered part of a strider, thereafter, is only a matter of putting a name that is timely and relevant according to the condition before identified.
About the process, as mentioned above, is identified and its aim is seen first as his name, that is why the process is cross-disciplinary and therefore general and complete. This ratio gives us the freedom to name the process as we want, of course, management and his team come together to this end, using different troubleshooting techniques, I can recommend Brainstorm, which has paid me very suitable to this experience.
The illustration is:
emphasis has been made that the processes are a layer above the departmentalization, however, it is possible that in some cases, you is a process is composed of a single count activities or activities of various posts of the same department, for example, the finance department or production department, etc.
Third step: Classification of processes
So far we have identified and named processes, ie organziación company aims to add value to products, with reference to macro objectives to be met to achieve customer satisfaction.
Many authors agree that there are three types of processes, according to them, these are: Process Management, Process and Business Process Support.
management processes, can be known also be responsible for strategic planning, direction and control, for example, Strategic Planning, Environment Relationship, Review and Audit, etc.
support processes are responsible for delivering the tools and the results are necessary and sufficient for the company to make the product, ie to carry out its purpose. Examples include the Purchasing and Procurement, Human Resources Management, Maintenance, etc.
operational processes, responsible for carrying the product, are easy to identify, because the component activities are closely related to the reason being of the company, to set examples of Business Process is necessary first to establish the proper context, ie {e qu company is dedicated, for example in a building emrpresa we can name: the Work Schedule , Recruitment Suppliers, Internal Interventoría, etc. In a marketing company, we can mention Purchasing, Inventory Management, etc..
Conclusions
After applying this technique, we get the processes involved in the comprehensive management of the company, ie we have a complete picture of the operation of the organization; however, we have characterized the process, ie, do not know their estrandas, dynamic flows and we do not know their outputs, the indicators do not measure it. It is imperative to complement this technique with the characterization of the processes.
When you have identified and classified the processes, we can design the process map, which means that we model quality system for easy appropriation because the map, as in any model, shown to scale the operation of the organization. Then, the construction of the Process Map is the next step in the identification and characterization of processes.
The SGC supports operation in the Process Map, as the fundamental philosophy of quality are the processes and procedures.
to design procedures, it is necessary to take due caracterizdo the process, then the question is to describe and document how the operations are performed inside the same.
