The process-based approach makes it possible to carry out, in any productive, service or commercial activity, an analysis to improve these activities and improve competitiveness.
Background and general
In a general sense, the organizations, from the times of Taylor, Fayol, Weber and others, that started an organizational design in the 19th century that has been the traditional one until today. It has maintained, with some variations in form but not in content, the pyramidal organizational structure, the hierarchy with decision-making power at the top and a division of labor by functions grouped into departments, directions or other areas and without an orientation towards the client.
It is indisputable that we are used to thinking and acting with the division by functions and not by processes, which should lead us to a deep reflection to work with new more effective and efficient variants.
The division by functions creates borders in the departments or work areas which inclines the fulfillment of the particular objectives of the area and limits a broader and more important vision that constitutes the fulfillment of the objectives and mission of the organization.
Process and process based approach. Definition
Organizations have a mission and to fulfill it they carry out various activities, we define a process as "a set of activities that receives input elements or resources and transforms them into outputs, that is, results".
In organizations, there are various interrelated processes, and on multiple occasions the outputs or results of one process constitute the input of another.
We can express, in a general sense, that the set of activities for the realization of a product, the provision of a service or the development of a commercial activity constitutes a process.
When in an organization "we apply a process system, those that are identified, interrelated and managed to guarantee a desired result and that satisfy the needs of the client, we say that we have a process-based approach."
A process-based approach allows us better and continuous control over the processes and the interrelationships between them, which undoubtedly represents a competitive advantage for the organization. It also allows for better performance and the obtaining of better results not only in processes but in products and services, as well as the possibility of continuous improvement in a comprehensive manner.
General steps to achieve a process-based approach
We provide you with a set of general steps to ensure an appropriately process-based approach, this does not mean that in all organizations these steps must be strictly the same or that their duration must be the same, remember that each organization has its characteristics and specificities, which is why it is of great importance to take this aspect into account, and we broaden it, not only to take it into account for this approach, but as a present issue at all times.
We present our recommendation:
- Identify all the organization's processes, especially the main ones for the fulfillment of production or services, which, as we expressed in advance, come from the set of activities that guarantee the objectives and the mission, also take into account the aspects that guarantee the requirements and customer expectations. Once identified, the objective of each process must be assessed; its input elements and where they come from, the results and towards whom they are directed; the necessary resources, especially human resources with their skills, materials, equipment, tools, safety and health at work; as well as its sequence. Determination of the characteristics of the processes, the realization of an adequate control that enables a correct understanding of these, determining their failures or errors and the possible deviations that occur. The above based on a group of correctly selected indicators and under a previously defined procedure. The above points are not made to have knowledge without action but to, through a thorough and well-focused analysis guarantee an improvement of the processes. The analysis must be based on a systematic follow-up that allows avoiding or correcting deviations that occur through a final evaluation of key indicators that we propose as examples: quantity and quality of complaints, knowledge of the satisfaction of external and internal customers, compliance with work schedules, comparison of sales and costs with previous periods, among others. This enables us to improve processes and performance and the general results of work, based on the indicators that we have determined and carried out with sufficient creativity to allow for convenient variations, in the processes, the elimination of any (s) or the inclusion of other (s).
Managing a process-based approach
Many organizations clearly see human resources, raw materials, materials, and financial resources when they work in the administration or management but do not value or take into account the processes, it is not about being fashionable but taking advantage of opportunities that this variant offers us as a true competitive advantage for the organization.
We must reflect on the limitations of using traditional organizational designs, as well as the importance and benefits of the process-based approach. In more than a few organizations when confronting certain negative situations or problems with their work results, they think and act making only variations in their organizational structure without identifying or evaluating the processes they have for the fulfillment of their objectives.
Process-based management conceives the organization as a system that interrelates several subsystems that are the processes that comprise it, this allows, gives the possibility of, identifying the processes and analyzing them in order to be able to assess those that must be perfected, guaranteeing a more effective and efficient projection and performance. In addition to the above, it is necessary to work according to the requirements of the clients as an essential aspect of the organization and to create new concepts for teamwork.
Process-based management makes it possible to improve comprehensive work performance, productivity, quality, cost reduction, and other important elements or indicators of the organization.
Despite all the above, it is a reality that many express an understanding of the importance of the approach and management based on processes, but there are still few who act and develop it, which means that the need for change is insufficient and for which in addition it is necessary the modification towards a new work culture that also contemplates the attention and satisfaction of the client's requirements and a systemic approach.
Organizational redesign through the process-based approach
If the process-based approach and its management is a transcendental step for any organization, it is also very important to redesign the organization, where in general we can expose certain elements to be developed.
The elimination of activities that do not contribute, that is, do not add value to the product, service or process, which only tend to increase costs, is an essential aspect; a group of issues such as: unnecessary activities can be cited as examples, either due to poor product design or a poor procedure; inadequate or out of place controls without any justification and that on multiple occasions even the charges made by them are also unnecessary; delays caused by dissimilar reasons such as, lack of organization, indiscipline, lack of materials or others; unnecessary movements or transfers, whether of people, materials or documents; activities that are repeated for no reason, which should also be eliminated; excess inventory or information;errors or deficiencies in the work that originate the use of excess resources, whether human, material or financial.
Eliminated the activities that do not add value, we are left with those that do, which sometimes have an unnecessary level of complexity, so we must analyze and execute their simplification or their integration or grouping with others through different variants that could be, group them in one job or combine them in different jobs. The composition of work teams for certain activities together forms another technique that could be used.
The development of technology and especially computer and automation techniques allows us not only to humanize work but to speed it up or allow an increase in job satisfaction by freeing man from tedious, boring, alienating activities with excessive volumes of data or very calculations. complex or long.
Special suggestion
Not for the briefness of this final comment we think that it is not of transcendental importance, for the author it is decisive, the aspect is the participation of all the workers of the organization in the definition and analysis of the processes, their approach, management and others elements we study. The participation that we refer to is not a formal involvement but a conscious participation and that the correct suggestions and proposals issued by all are taken into account, valued and applied. Only in this way will the results be desired and adequate.
Summary
We will not repeat the questions raised about the definitions of process and approach based on it, nor its management, but it is recommended that they be studied carefully so that their full understanding allows the study and application of the other aspects related to the general steps and the redesign of the organization under a process-based approach.
For our leaders, technicians and workers in general, it is very important that these concepts form part of their culture so that together they can be undertaken in the organizations to which they belong, the application of them to achieve superior work results, lower costs and increasing job satisfaction is an extremely important element for the motivation of workers, without which the adequate inclination towards work would not be possible. We emphasize on this.
Bibliography
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