Business Process Management
It’s highly likely that your company has certain tasks it completes over and over. Maybe the tasks are done every day or every week, by several individuals or by a manager of a particular department. Does each employee complete the tasks the same way? Do they complete them correctly? How do you know for sure?
The tasks your company completes repeatedly are your Core Processes. Your Core Processes are the systems that make the foundation of your business. Your business may have a Core Process for HR, marketing, sales, operations and more. It’s imperative that your leadership team identifies your business’s Core Processes, is in agreement on what they are and what to call them, and is committed to following them.
Identifying your Core Processes is the first step, but you can’t stop there. You also need to document them, and teach every person in your company to follow them.
Why Document Your Core Processes?
Documenting your Core Processes means clearly articulating and recording the necessary steps to completing a particular task of your business. Notice we said “steps”. Your Core Processes are not a 200 page policy and procedure manual. They are the steps necessary to achieve a consistent result or outcome. It’s important to document because:
- It ensures that your Core Processes are being handled the same way every time
- It helps your employees streamline their efforts, and become consistent and efficient
- It identifies unnecessary steps that cause confusion
- It identifies unnecessary steps that were being completed because “we’ve always done it that way”
- It puts checklists in place
- It simplifies steps to help identify where technology can be applied
- It helps your business be self-sustaining, so it can run without you
When documenting your Core Processes, less is more. We have adobted 20/80 rule, which means you document 20 percent of your processes that produce 80 percent of the results.
Your Core Processes become your “way” of doing business. This creates consistency and reduces anxiety because you know your customers, vendors, and team members will have the same experience each time they interact with your company. Your Core Processes ultimately become a blueprint for scaling your company as you grow.
Do you need help documenting your Core Processes?
Since 1999, I have worked with companies to develop a solid foundation with new ideas and concepts to reduce costs and streamline services. I used methods like the ones listed below in order to accomplish these goals:
- Development of operations manual & services
- Service level agreements
- Process maps
- Productivity reports
- Employee Training Programs / Management Training Programs
- Identified cost savings while increasing revenue
- Recommendations on technology and process improvements
In each of these areas I start out by using six sigma methods called DMAIC.
Define: Define the project goals and customer (internal and external) deliverables.
Measure: Measure the process to determine current performance; quantify the problem
Analyze: Analyze and determine the root causes of the defects.
Improve: Improve the process by illuminating defects.
Control Phase: Control future process performance.
The intent of a Process Map is to provide a standard methodology to represent the key operational processes we perform for our clients. There are two categories of Process Maps.
“As Is” Process Maps document how a process works in the real world. They are used for continuous improvement & lean initiatives – eliminating wait time, rework, and other non-value added time.
“Should Be” Process Maps establish performance standards, standard processes and process expectations. They are used for training, understanding client expectations and problem identification.
2 Categories of Process Maps:
- To truly understand how a process works in the real world
- Continuous improvement
- Lean the process
- Eliminate wait time, rework, and other non-value added time
- To Establish performance standards
- To Establish standard processes
- To Establish process expectations
- Customer expectations
- Problem identification