Process management is based on allocation of an official with the responsibility of each business process. In its most radical form, is replaced departmental organization. In other ways, perhaps transitional, maintaining departmental structure, the responsibility of a process is the responsibility of it, and at least as far as that process is concerned, can have authority over the responsible functional (matrix). The Process Management has the following characteristics: Analyze the limitations of vertical functional organization to improve the competitiveness of the Company. recognize the existence of internal processes (relevant):
– Identify the processes relating to factors critical to the success of the Company or provide competitive advantage. – Measure their performance (Quality, Cost and time) and place it in relation to the value perceived by the customer. identify the external customer needs and guide the Company to its satisfaction. Understand the differences in scope between oriented improvement processes (and for whom things are done) and that focused on the departments or functions (how it’s done): – Productivity of the set facing the individual (global versus Effectiveness partially effective). – The department is a link in the chain, a process that adds value – Organization around outcomes not tasks. Assign personal responsibility to each process. Set each process performance indicators and targets for improvement. assess the process capability to meet them. Keep them under control, reducing variability and dependence on non-random causes (Use control charts for statistical process quality and cost predictability.) continuously improve their overall functioning limiting their common variability measure the degree of satisfaction of internal or external customer, and put it in relation to personal performance evaluation.
