The article proposes a design method, with an orderly sequence, that allows the implementation of process management in the entities, which is based on the consulting experiences obtained, by the author, in various Cuban and foreign organizations. Considering also some barriers that are still present in certain Cuban organizations, which must be adequately overcome. Therefore, it is necessary to generalize the incorporation of the process approach in the direction and management of organizations, especially those in the country, which gives it possibilities for advancement, development and progress. Aspects that in the contemporary context are required with greater emphasis to improve their competitiveness.
Introduction
The complexity and dynamics that characterized the environment, especially in the last decades of the last century, have continued in the beginning of this, even with greater intensity, due to the presence of the global crisis. As a result, the existing contradictions have become more acute and consequently raised the challenges that contemporary organizations have to face. All of which has highlighted with greater emphasis the need to make and incorporate immediate transformations in the way of directing and managing them. Situation that is also present in the Cuban business fabric.
The current scenario is evident that it requires a greater capacity for response and intelligence on the part of all entities, with a high dose of proactivity, agility, creativity, innovation, competitiveness and effectiveness in their performance, but emphasized in a global vision of the company. A change, focused on the full recognition of the importance of the external customer and especially the internal customer, with the maxim of adding value.
In this framework, it is advisable to consider the necessary bastion that process management constitutes, to establish the guidelines of organizational priorities, as an interrelated, open and flexible system. As well as, seek an integrating and value-generating concept for the client, both external and internal.
Therefore, due to the importance and timeliness of this topic, this article aims to propose a design method, with an orderly sequence, that allows the implementation of process management in organizations, which is based on the experiences obtained, by the author, through the various consulting activities carried out in various Cuban and foreign entities.
Development
There are multiple definitions found in the books referring to processes, a word that comes from the Latin processus, which means advance and progress, but in essence they all coincide in the fact that they constitute logical and ordered sequences of interrelated activities that are transformed, which starting from certain inputs, different outputs are achieved, aimed at obtaining results, which carry an implicit added value.
The incorporation of the process approach in the direction and management of organizations gives it possibilities for advancement, development and progress.
Aspects that are based on the opportunities offered by introducing a capacity for continuous improvement, systematic improvement, which favors a higher qualitative leap, but which at the same time imposes the assumption of new challenges, focused on a transcendental change of the organizational culture, is that is, breaking with old paradigms that are still in place.
In fact, certain cultural barriers still persist to view entities as an integrated system of processes, which is essential to design strategies, implement policies, achieve new goals or objectives, and promote consistent adaptation to changes in the environment.
Barriers that have been detected through the consultative activities carried out in the organizations, and which are summarized below, highlighting the most important ones.
- Little systemic vision of the company. Therefore, the existing processes have an asymmetric and repetitive nature, which do not generate value. Prime a short-term vision with emphasis on compliance with the technical-economic plan with respect to the necessary strategic thinking. Scarce proactive vision and excessive operability in solving problems. Existence of a strategic design not fully aligned with existing processes. The criterion of efficiency prevails over the efficiency and therefore the effectiveness. The traditional structure by functions predominates, with emphasis on achieving better results in certain areas. Some resistance to the introduction of changes or transformations that improve processes Prime the administrative approach in relation to directing and managing the optimization of resources.Centralized management predominates over participatory management. The criterion of exercising control in accounting prevails over the necessary and pertinent self-control of all the entity's processes. Absence of an adequate and systematically updated communication and information system. Limitations in the approach internal client, with special emphasis on the external client Tendency to confuse tasks and job functions with activities to design processes Deficiencies in clarity regarding the orderly sequence of processes Control and measurement criteria are oriented fundamentally towards traditional indicators linked to the efficiency of results, compared to those linked to effectiveness.The criterion of exercising control in accounting prevails with respect to the necessary and pertinent self-control of all the entity's processes Absence of an adequate and systematically updated communication and information system Limitations in the internal customer approach, with special emphasis on the external client Tendency to confuse tasks and job functions with activities to design processes Deficiencies in clarity regarding the orderly sequence of processes Control and measurement criteria are fundamentally oriented towards traditional indicators linked to efficiency of the results, with respect to those linked to effectiveness.The criterion of exercising control in accounting prevails with respect to the necessary and pertinent self-control of all the entity's processes Absence of an adequate and systematically updated communication and information system Limitations in the internal customer approach, with special emphasis on the external client Tendency to confuse tasks and job functions with activities to design processes Deficiencies in clarity regarding the orderly sequence of processes Control and measurement criteria are fundamentally oriented towards traditional indicators linked to efficiency of the results, with respect to those linked to effectiveness.Lack of an adequate and systematically updated communication and information system Limitations in the internal client approach, with particular emphasis on the external client Tendency to confuse tasks and functions of the job with activities to design processes Deficiencies in clarity Regarding the orderly sequence of processes. The control and measurement criterion is oriented fundamentally towards the traditional indicators linked to the efficiency of the results, compared to those linked to effectiveness.Lack of an adequate and systematically updated communication and information system Limitations in the internal client approach, with particular emphasis on the external client Tendency to confuse tasks and functions of the job with activities to design processes Deficiencies in clarity Regarding the orderly sequence of processes. The control and measurement criterion is oriented fundamentally towards the traditional indicators linked to the efficiency of the results, compared to those linked to effectiveness.Deficiencies in clarity regarding the orderly sequence of processes. The control and measurement criterion is oriented fundamentally towards the traditional indicators linked to the efficiency of the results, compared to those linked to effectiveness.Deficiencies in clarity regarding the orderly sequence of processes. The control and measurement criterion is oriented fundamentally towards the traditional indicators linked to the efficiency of the results, compared to those linked to effectiveness.
Although it should be noted that there is a fairly general consensus, on the part of the entities, of the need to introduce a structural change to direct and manage them. In fact, some organizations have become aware of the importance of process management, but in practice resistance to change still persists and they tend to behave conservatively.
Currently, it is understood that incorporating the process approach is a requirement, since it is the key to directing and managing the organization as a value chain oriented to external customer satisfaction, based on quality. Although there are still some deficiencies regarding strongly promoting the concept of internal customer, which is precisely the most important thing.
However, management by processes is a structural integrative alternative to direct and manage organizations, different from the existing traditional one, characterized by hierarchical management structures with a functional approach, with its known ineffectiveness in results and slowness to react to changes in the environment.
Therefore, at this time, what prevails is the challenge of seeking a consistent synergy between structures and processes. Especially because of the importance of assuming a global approach to direct and manage companies, as opposed to the traditional one very focused on the results of the different areas asymmetry.
Precisely in process management is where efficiency, effectiveness, quality, performance, control, performance and competitiveness are decided. In short, it is the key to implementing Quality Management models, because business excellence is governed by the level of integrity and systematicity of its processes.
Therefore, taking into account the importance and timeliness of the subject to promote the development and progress of the entities, especially in the Cuban business fabric, it is intended to show modestly a design method to implement management by processes, as exposed to continuation.
Method that is proposed as an alternative; and that it is the result of the accumulated experience, through various consultative activities, in which the author had the opportunity to participate, in some Cuban and foreign entities, whose premise is to emphasize the systemic nature of the organizations, therefore it is dynamic, flexible and susceptible to introducing timely improvements. For which, it must be guaranteed that its four stages, with their corresponding phases, maintain a closely interrelated methodological structure; as well as, at the same time, preserve the order and quality with which they must be undertaken. Giving an express priority to communication and information, as well as training, preparation and training of personnel on a constant basis, to promote their involvement, broad participation,responsability and compromise. Stages that are presented through the following figure and each one of them is explained below.
I. Identify Strategic Path
It is known that an important aspect to achieve the success of organizations consists precisely in guaranteeing that the management by processes is aligned in a pertinent way with the implementation of its strategic direction, as an essential requirement to obtain results in terms of added value perceived by internal and external customers, as a condition of effectiveness and competitiveness.
For this reason, the entities where the work was carried out began to update or reformulate the strategic planning, in order to guarantee the appropriate reference framework to direct and manage them. In fact, they constitute open systems, so their interaction with the environment must be systematic, especially due to the conditions of dynamism and uncertainty that characterize the contemporary world.
Establishing clarity on the mission of the entities, allowed to identify their respective purposes or fundamental reason, that is; the why, for what and for whom they exist. Aspects that together with their corresponding visions, that focus on where they intend to go; as well as its objectives and strategies; They revealed the activities that were essential to consider in their efforts, or at least eliminate those that were not justified. Consequently, it created the basis to be able to later transform its objectives and strategies into a network of processes, which will be specified in the different process maps, with their appropriate classifications, and as an important aspect, determine each of the essential processes.
Essential processes of the entities that had to express their chains of substantial activities, with their due interactions and that characterized their missions or purposes; In addition, they clarified the possibilities of making a more accurate classification of their different process networks, since it allowed them to quickly visualize their key processes, that is, those that directly contributed to the effective management of their consequent reasons for being.
II. Process design
As this stage is the one that decides the way in which process management is subsequently going to be implemented in organizations. It was considered to include a set of phases, which must be undertaken in an orderly manner, as explained below.
- Identification: In the different entities each process was distinguished separately, to be able to name it, as well as exercise its classification, recognize its limits, that is, its inputs and outputs, its objective, the value that they contributed to the internal client and / or external, for which the known movement of the analysis plane was used.
Aspects that allowed, at least in principle, to substantiate the existence of the different processes, sub-process, supra-process or transdepatamental process, as appropriate; but with the maxim of preserving its principle of uniqueness. This made it possible to elaborate the process map corresponding to each of the organizations, to contribute to its systemic nature. Although it should be noted that this aspect was re-analyzed in greater depth after the description and even interrelation phases of the processes were undertaken.
It is worth stating that the elaboration of the process map was very useful for the entities, since it synthetically expresses the nucleus of their respective chains of activities, where the network of processes identified in ordered sequences is related, which contribute to their process. essential, in order to contribute to the fulfillment of its mission and strategic objectives. Processes that were grouped according to their classification; which was defined in key, strategic, operational and support, in correspondence with the priorities of the organizations and their reason for being in question.
In this identification phase, the type of activity to which each of the processes responded in the different entities was also considered, that is, whether they were tangible or intangible.
Specifically in the information processes that were identified in the different organizations, it was taken into account if they were going to be automated, since this decision conditioned a particular treatment in the inputs and outputs. Where even when they were structured in the form of tables, it was found that the output tables had to be re-analyzed after the process was described, that is, in the next phase, since these tables had to collect the different indicators, measurement, which were specified in the description phase, an aspect that sometimes even forced the restructuring of the input tables.
- Description: In this phase, the specific operations or activities of each of the processes were analyzed in detail in the different entities, preserving the principle of the ordered sequence, which allowed to specify their scope and also eliminate those activities that were not necessary and that therefore far from adding value they interfered in the effectiveness of their respective efforts. In this way, different aspects were included, but always giving priority to a vision of improvement, for which a minimum of phases and interfaces was considered.
Among the aspects that were included in the description of the processes that were carried out in the different entities, the following stand out.
- Name or Denomination: Of the process, sub-process, supra-process or transdepatamental process, as appropriate. Aspect that was logically taken from the identification phase, where this analysis was previously carried out. Although it is convenient to point out that as progress was made in the subsequent aspects of the description, this definition sometimes had to be revised with a vision of improvement.Objective and Value Generated: It was undertaken in order to justify or substantiate the existence of each of the processes in the management of the entities and therefore, also analyze, if any process should be eliminated or, failing that, merged. Suppliers: The entities and / or areas of each of the organizations were specified, where the entries corresponding to the different processes came.All types of resources that constituted inputs were determined, that is, if they were equipment, materials, raw materials, products, finances, people, productive activities, services or direction, and even information. In addition, the need to incorporate data tables, when appropriate, was taken into account, which required defining the structure of the tables, as well as the possibility of considering connection instruments, that is, computer equipment and platforms, if the convenience was decided. to automate the information system. Description of Activities: The chain of activities that should be considered within each of the processes in the different entities was included, preserving the principle of the necessary orderly sequence and improvement of the same,In order to specify the set of transformations that were inherent to them for their respective efforts Indicators: They were defined through different calculation formulas that included the appropriate variables to measure the effectiveness of the results of each of the processes in the different entities, specifying its unit of measurement, its frequency, its ranges of values and the possibility of comparing them with other indicators, both from the same process, and from others in question. Which could later be transferred to a Dashboard, as a source of measurement, self-evaluation and strategic and operational decision-making Critical Points: Within the analysis of the activities of each of the processes in the different entities, it was taken into account the existence of critical points,which could be represented by bottlenecks or slack points, to detect possible hidden reserves that would allow increasing the effectiveness of their respective efforts. Outputs: All the necessary ones were included, maintaining the same philosophy used in the inputs. At the same time, in the information systems, which required the presence of tables, their structure was specified, since the indicators needed to carry out the corresponding analyzes, measurements and evaluations related to the management of each of the entities should appear in them. and in this way to be able to exercise their self-control. Clients: The clients to whom the outputs or results of each of the processes were directed were specifically identified.It is known that the processes must be oriented to satisfy the needs, expectations and requirements of customers, both external and internal, which in fact the latter are the most important, with the principle of adding value to them. Consequently, this approach contributed to breaking with the traditional departmental barriers and visualizing that all the people within the organization should be treated and considered as clients. Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.expectations and requirements of customers, both external and internal, which in fact the latter are the most important, with the principle of adding value to them. Consequently, this approach contributed to breaking with the traditional departmental barriers and visualizing that all the people within the organization should be treated and considered as clients. Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.expectations and requirements of customers, both external and internal, which in fact the latter are the most important, with the principle of adding value to them. Therefore, this approach contributed to breaking with the traditional departmental barriers and visualizing that all the people within the organization should be treated and considered as clients. Identification of the Responsible Party: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.with the principle of adding value to them. Consequently, this approach contributed to breaking with the traditional departmental barriers and visualizing that all the people within the organization should be treated and considered as clients. Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.with the principle of adding value to them. Consequently, this approach contributed to breaking with the traditional departmental barriers and visualizing that all the people within the organization should be treated and considered as clients. Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.Identification of the Responsible: Responsible for each of the processes in the different entities were assigned, with the premise of achieving an integrated management with a global vision, and eliminating the consequent blank spaces generated by the traditional functional management and direction structure divided by departments.
Responsible parties who ensured the obtaining of results with the required quality, determined which were the priorities that in turn contributed to fulfilling the policies and objectives of the organizations and incorporated elements of evaluation, monitoring and pertinent control. Aspect that facilitated the delegation of tasks, by determining at the appropriate level the correct assignment of authority in search of better results in the performance and competitiveness of these entities.
This aspect highlighted the importance of promoting participatory management methods and styles, to enhance the involvement and sense of belonging of their respective workers. Consequently, it promoted growing the willingness to share values as the essence of a culture oriented to change in the different entities.
- Process Requirements: Taking into account the principle of seeking greater effectiveness in the management of each of the processes of the different entities, the requirements that should be present to guarantee their pertinent levels were included, both those of a tangible nature, such as conditions of the equipment, type of technology, technical characteristics of materials and raw materials, quality standards of products, etc; as well as for intangibles, which were included; level of competence of the people involved, parameters of quality of services, etc. At the same time, for the information processes, the type of data, the frequency of entry and exit, the way to structure them, etc., were considered Client Requirements:In this regard, the expectations that customers had, both internal and external to the different organizations, regarding the output of each of the processes were identified, with the principle of adding value to them, that is, knowing the characteristics that they should have. be present in the results of the processes. Requirements for the Computer Application: This aspect was considered in the information processes that were decided to automate through a computer platform. Its importance lay in guiding the computer scientist to carry out an adequate software architecture that would respond to the objectives of the process.know the characteristics that should be present in the results of the processes. Requirements for the Computer Application: This aspect was considered in the information processes that were decided to automate through a computer platform. Its importance lay in guiding the computer scientist to carry out an adequate software architecture that would respond to the objectives of the process.know the characteristics that should be present in the results of the processes. Requirements for the Computer Application: This aspect was considered in the information processes that were decided to automate through a computer platform. Its importance lay in guiding the computer scientist to carry out an adequate software architecture that would respond to the objectives of the process.
Therefore, by way of example, in those information processes that included input and output tables, elements such as; allow data entry into the system from previous historical periods, select previously determined dates and periods, include error messages when the data did not correspond to the parameters established by the entities, consolidate items by columns and / or rows indistinctly, filter information by previously defined concepts, create viewers to guarantee the compartmentalization of information, avoid the possibility of modification in the information issued, know the person, area or entity, date and time that included the data or information in the table, issue alerts when the data will show effects in correspondence with the average levels,introduce the application of graphics, highlight the behavior of certain indicators, introduce text fields to reflect the corresponding analyzes, etc.
- Mapping: In this phase the graphic representation of the flow diagram of each of the processes was made. Its importance consisted in providing the visualization of the sequence in which the different activities or operations had to be developed and their performance, which facilitated their understanding, not only for the design, but also for later implementation; and at the same time it helped the necessary training of the people in the different entities to correctly carry out their functions. Likewise, it showed the possibility of re-analyzing in a pertinent way some aspects of the description stage, with the purpose of contributing to continuous improvement.
To undertake the diagramming of the processes in the entities, different symbologies were used interchangeably, taking into account those that best suited the process requirements. In this way, OTIDA was sometimes used, as well as traditional flow charts and computer symbols flow charts, especially for those information processes that required automated processing.
In addition, the phases and interfaces were correctly defined, the type of activity that should be present with its corresponding symbology, sequence and direction, eliminating all those that did not add value to the management of the entities, as well as, the beginning and end were specified, in order to clarify the correct scope of each one of the processes, with its corresponding flexibility to facilitate its improvement. In fact, it sometimes forced a pertinent re-analysis of some aspects of the description stage, in order to contribute to continuous improvement.
- Documentation: As each of the processes must be accompanied by its corresponding documentation, which is expressed in a Technical Sheet, which allows synthetically expressing the core aspects reflected in the description phase, in order to contribute to achieving its adequate implementation, measurement, evaluation and self-regulation; it was considered necessary to prepare it, including the elements that are set out below.
Denomination, classification, objective, scope, added value, responsible, inputs, outputs, suppliers, customers, critical points, measurement indicators, interrelation with other processes or sub-processes, interfaces, summary of potential risks, possibilities for improvements in the future with your proposals for actions.
- Interrelationships: This phase was the one that allowed visualizing the integrated management of the different entities, the way in which they were organized to carry out their management effectively and with a Total Quality approach, since all activities were considered in an orderly manner, with their corresponding hierarchy and interconnections. In other words, the network of processes, expressed in the process map, which paid tribute to the respective essential processes of the different organizations, was re-analyzed and accurately formed.
Therefore, in order to materialize the usefulness of this phase, a more in-depth analysis of each of the processes of the different entities was carried out, in order to clarify which of them should be connected with each other, an aspect that was reflected in the description, mapped and in the datasheet. In addition to the fact that its hierarchical levels were specified, in key, strategic, operational and support processes; represented in their respective process maps, to promote adequate performance in the integrated management of each of the organizations.
III. Implementation
This stage is the most complex of all, because it is where the logical resistance to change on the part of all the personnel of the entities is manifested with greater force, but at the same time it is the most important, because it is where it is really decided the effectiveness of process management.
Therefore, at this stage it is necessary to develop the procedure manuals for each of the processes in the different entities, because precisely in them is where the form is described, that is, the how, when, where and who, together with the professional competencies of the personnel, which are required, to execute each of the processes. In addition, in the information processes that are automated, the previously designed computer platform must be implemented, as well as guaranteeing all the necessary equipment.
But at the same time it should be noted that precisely at this stage, it is where it is imposed with greater emphasis to carry out adequate and systematic training, preparation and training of all personnel, to enable the integrated implementation of management by processes, raise their performance and effectiveness in its operation and create the foundations of its sustainability. In short, promote change in different organizations, its effective management and generate an internal capacity for continuous improvement.
IV. Feedback
It is an essential condition to guarantee continuous improvement in the management of processes, which allows incorporating pertinent adjustments based on taking advantage of opportunities, both internal and external to improve their effectiveness, evidenced by the need to incorporate the dynamics of the contemporary environment into performance appropriate of organizations. But in order for the feedback to be systematized in the entities, it is necessary that during the implementation stage, work is done in order to sow the seed that allows them to enhance their own capacity for change and its effective management.
The management of this improvement may include various aspects, such as the analysis in the development and results of the processes, in order to eradicate errors detected and achieve better levels of effectiveness and customer satisfaction (internal and external), as well as, in their logical sequence of activities, frequency, cost, equipment, technologies, characteristics of raw materials and materials, etc. For which the entities must introduce mechanisms or methods of systematic review, evaluation and measurement, which may be supported by the behavior of the pre-established indicators. Although the important thing is to find the causes that originate the deviations and deploy timely actions that can eradicate them.
Training, preparation and training: The relevance of these aspects imposed the need to maintain their presence in all stages and phases of the proposed method, taking into account the requirements and purposes that mark each one of them.
Therefore, it was maintained as a constant and systematic condition in all stages, as a driving force, to develop the involvement and broad participation of all staff, as true protagonists, in order to raise their motivation and at the same time generate confidence in the benefits and results that process management can bring you; as well as demonstrating the opportunities it offers to undertake a change in the entities. Although it is valid to note that in the implementation stage, it was where it was carried out with the greatest emphasis.
Communication and information: Although this aspect is explained at the end of the method, it does not mean at any time that it is not of great importance.
On the contrary, it was maintained constantly in all its stages, since systematic interaction with the entity's staff is essential, since they are the ones who best know its characteristics, mission or reason for being, objectives and vision that is proposed. reach. They are also the protagonists of all changes, and ultimately they are the ones who must contribute their ideas and get involved in the work, and at the same time, they will carry out the implementation in management. In fact, adequate communication and information contributes to improving the work environment, and keeping all staff updated on the actions that are being carried out, with the maxim of incorporating their own capacity for change and constant management.
In conclusion, given the very conception of process management, it is appropriate to highlight in summary, the potential it has for all organizations, since it consolidates its systemic nature, at the same time that it generates a constant capacity for change, given the opportunities for systematic improvement that it offers, which constitute an inexhaustible source of use of reserves, which translate into real possibilities of creating or adding value for internal and external customers. Aspects that become criteria of effectiveness and competitiveness, so necessary for all entities, especially in the contemporary environment and very particularly for those existing in Cuba.
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