Process
Management
Behind Process Management
The process management paradigm
is becoming the norm in all business sectors.
This is due to the operative efficiency
it generates and also because it provides
maximum adaptability to new requirements
from clients and the environment.
Traditionally, organizations were structured on
the basis of functional areas,
which proved to be very efficient and useful in
more stable environments, where homogeneous
consumer categories and closed economies
were characteristic. Then came the turn of
parent companies, where all the organization's
knowledge was made available,
but these companies had insurmountable
difficulties to turn knowledge into practice.
As globalization reaches consumption
patterns and supply of goods and services
notably increases, the role
of customers becomes more important,
which means that, for companies
worldwide, customer loyalty
is the only basis for sustained growth.
It is vital, therefore, to build organizations
that are customer-oriented, with no
red tape or burocratic hurdles hindering
customer satisfaction. Process Management implies
changing the vision of the company from
fixed and isolated structures to a set of processes,
which results in simpler and more effective
solutions to solve critical problems in the
organization, such as, production processes,
logistics, contact points with clients, managing
requirements within the organization, relations
with suppliers and distributors, increasing
customer's loyalty and satisfaction.
This paradigm has proved to
be very effective reducing costs, increasing
efficiency, enhancing product quality
and shortening production and response
times, as well as enabling clear definition
of objectives and efficient
delimitation of responsibilities.
Technically speaking, a process is an organized
group of related activities that create a result
which adds value to customers.
In the first place, these
are not isolated activities, as none creates
value by itself. Value is created when, in the
entire process these activities are fused systematically
towards a clear purpose.
In the second place, there
are no random activities in a process, they
are interrelated and organized, so that the
correct activity is carried out at the correct
time and in the correct way.
In the third place, every
area involved in a process works jointly towards
a common objective rather than focusing on specific
objectives.
Finally, processes do not end
in themselves, they transcend to create the
result the customer is waiting for.
Currently, leading companies
have geared their businessess towards processes:
they are process companies that provide the
performance levels which customers
demand.
Pierre Leroy, President of John Deere says:
"Processes is the revolution leading business
changes. They represent the new concept of corporate
work".
PECTRA Technology is business process
management technology, providing high operative
efficiency standards, managing all existing
resources and gearing the company's activities
towards customer satisfaction.
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