Having A Great Business Process Management

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Business Process Management involves the workable processes in which an overall business task, events, requisitions, and customer needs should be performed in an organization in order to ensure greater productivity. A good business process is that which can work effectively with little or no error, cost effective, less execution time, and easier outputs.

There is no business without a process. It is the process that ensures effectiveness from efficiency and times ensure the reduction of fatigue amongst staff. Like how long does a customer have to spend in your office before getting what he/she wants? Or the process involved in ensuring you maintain constant service and uptime. Managing an entire chains of events, activities and decisions that ultimately produce added value for an organization and its customers is what this business process management is all about.

For your business process to work it should be that which could be monitored, analyzed, reviewed from time to time, easily automatable, and should attract strict compliance. However one major key to a successful process in a business is the model construction.

 

The Business Process Model

Modelling your business process requires a more systematic and structural representation, description or even a diagram, which defines a specified flow of activities in a business unit. Now this may start sounding too scientific, but your business is already a science and until you start seeing it as such, you will make no headway. Have a structure modeled after each of your business process. Customer loyalty cannot be achieved without their RWA (readiness, willingness and ability). The ready ones are mostly able, but willingness is where they need your help, and if your process is untidy, that help will fail.

 

Important Key Aspects of the Business Process

 

  1. Having a Clear Statement of Scope

To what extent should each of these plans go, where it should start from? E.g. customer point of every to point of leaving satisfied could be a scope and what should be done within this period.

 

  1. Stating the Expected Outcome of the Business Process

Within the execution period of this process what do we hope to achieve. The executor of this process should have a set objective in mind, that if achieved, its goal is completed.

 

  1. Making sure it’s Not a Procedure or An Activity Description

This is the most important part of the process. It should be process-driven, not activity prone and certainly not a procedure. It should portray the most common pathway and ensure that the ‘how’ of the process is explicit and self-explanatory. If this is not done, you might lose the process view of the model. When that happens, you plunge the process into capturing specific actions and this is not process.

 

  1. Having A Workflow Diagram If Necessary

Although diagrams are not very important for every business, but most people learn faster using diagrams than texts or speech. Sometimes, an explanatory diagram glued to a wall can be a great source of help.

 

  1. Putting Exceptions Where Necessary

When planning the process, one might want to include necessary exceptions and possible variations. What should be done if there is an interruption in the responses expected when executing the process, and how to deal quickly with the situation.

 

  1. Including Your Business Rules into the Process

Business process plans and models are one of the best places to include some of your most cherished rules, business methods, standards, culture and certain aspects of your vision. If your culture is to be the best in your chosen niche, incorporating practices that ensures you are the best will be best possible when incorporated into the process models. Business process is the best instrument to use when enforcing most glaring rules in your business.

 

  1. Beginning, Inputs and Ending Requirement For Your Process

Your business process should require from every executor certain things. This could be an outlook at first or at last. Beginning should ensure what needs to exist for the process to start. Inputs identify any tangible work items, clothes, machines, equipment etc., that someone executing that business process needs to have present-at-hand. Ending the process requires the identification of closure requirements for a successful process to be completed.

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