PROCESS

MANAGEMEN
T

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Theoretical foundation

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 Process Orientation
• Identification and systematic administration of activities and the
interactions between them, in order to obtain the expected
results.

" It implies:
• The processes are the
CAUSES . While the products
are our EFFECTS .
• Quality improvement occurs by
acting on the process.
Cause Effect
• Every process is possible to be
improved

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Quality Levels

Organizatio
n
Process

INININ TTT ITT TTT

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Quality Hierarchy

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Process and
Management

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PROCESSES

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Processes

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 Process Definition
• Sequence of activities related to each other, which use
INPUTS, add value to them, transforming them into OUTPUTS
that are supplied to clients (internal or external).

• Processes use resources and controls to transform inputs into

outputs and achieve the organization's objectives.

Tickets Depart
ures

Resource
s

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Process Definition
- Vision, mission, values, objectives.
- Procedures, instructions,
work methods.
Production plan, sales, purchases,
> CONTROLS
maintenance, etc.
Specifications (standards).
Training and coaching.
- Laws. J. N. - Products.
L. - Services.
TICKETS DEPART
PROCES URES
SES
- Staff.
Raw Materials and Inputs.
Machinery and equipment. I OEAj i corduroy
- Tools. RESOURCES
- Energy.
- Infrastructure.)

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Process Hierarchy
COMPANY

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Process Hierarchy
Macroprocess
Set of interrelated company
processes that facilitates the
achievement of the company's
mission

Process Activity
Set of interrelated activities
that transform inputs into
Organization by Set of interrelated tasks
outputs with added value Processes that guarantee the
for the customer expected result of the
process
Task

Set of simple interrelated actions to achieve an activity

Process Hierarchy
* Macroprocess : These are the large processes or generic
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 processes of the company, which together give a vision of
how the organization operates.

* Process : defined parts of a macroprocess. They can be

parallel or sequential and contribute to the mission of the
macroprocess.

* Activity : actions that form a process. They are generally

assigned to a functional area.

* Task : microactions that form an activity. It is the smallest

subdivision of the process.

Process Hierarchy
- For each expression determine, according to your criteria,
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whether it is a Process (P), an Activity (A) or a Task (T)

Expression P, A, T

Print a purchase order

Manufacture of balanced food

Company logistics

Take an order
Charge

Calculate costs
Record temperature

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Types of
Processes

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 Types of
Processes
Processe strategic:
s
Processes responsible for analyzing
the needs and conditions of the
market, society and shareholders.
Based on this analysis and
knowledge of the possibilities of its
own resources, issue appropriate
guidelines to the rest of the
organization's processes in order to
ensure the response to the
aforementioned needs and
conditions.

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Types of
Processes
Business Processes:
Processes that define the
Organization's business. They
allow one Organization to be
differentiated from another.
They depend on the particular
industrial sector and the
organization's strategy.
Processes from which the client
will perceive and value the
quality of the company. They
have an impact on the user or
client, creating value for them.
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 Types of
Processes
• Support processes:
Processes responsible for
providing the organization with
all the necessary resources, in
terms of people, machinery and
raw materials.
They support operational
processes. They are normally
generic, that is, they can be
applied to any industrial sector.

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 Process Characteristics
" Variation:
Every time the process is
repeated there are differences in
the execution of the activities and,
consequently, in the results.

When the size of the variation

exceeds the tolerance, it
generates defects, cost overruns
and customer dissatisfaction.

“Variation is the enemy of

processes”

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 Process Characteristics
* Repeatability:
IMPROV
EMENT
Processes are created to
produce a result and repeat that
result. Repetitiveness is the
characteristic that allows you to
work on the process and improve
it.

The benefits of improvement are multiplied by the number of

times the process is repeated.

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 Process Characteristics
* Worth:
The purpose is to create value, transforming inputs into
outputs. Value occurs because the process satisfies a
customer need or expectation. Processes should only have
activities that add value.
-Satisfaction of customer needs - Customer support
-Suitability for use -Product services
-Integrity of the processes. - Product support
Minimal variations -Flexibility to meet customer
-Waste disposal demands
- Continuous improvement -Flexibility to satisfy the
market changes

Quality Services
Value =
Time of
Cost cycle
- Design and engineering - Time to reach
- Conversion Concept to delivery
- Quality assurance Order receipt to delivery - Response to
- Distribution market forces
- Administration - Delivery time
- Inventory
Design Conversion
- Materials
Engineering Delivery

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 Process Characteristics
I• Horizontality:
The processes run throughout the organization.
This characteristic allows
establishing supplier-customer
relationships within the
organization and breaking down
internal barriers.
Positions and departments
exist to execute process
activities.
we Continuity:

The processes are made up of activities organized

sequentially and parallel, forming a continuum within their
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 Process Characteristics
limits.

" Domain:
Most determining factor in the quality of the Process.
■ Initial adjustment : the control is oriented to the adjustment prior to the
start of the process. Example: Printing press
■ Time : Time is dominant when the process changes due to wear,
heating, deterioration, consumption, etc.

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Process Characteristics
■ Components : the variable is the quality of the materials or raw
materials. Control must be directed to suppliers.
■ Workers : process in which quality depends on human skills
■ Information : in general orientation workshops or factories. Each task
is different, depending on the order. A system must be generated that
allows the transmission of exact information on how this task differs
from the previous ones.

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Process management

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 Definition
■ Management model that focuses attention on the result of each
of the processes carried out by the company, instead of
individual tasks or activities.
■ Each person who intervenes in an activity does so with the final
result of the process as a reference.
■ It consists of comprehensively managing each of the processes.
Systems coordinate functions, regardless of who performs
them.
■ Process management is based on the dedication of a
directive to each of the company's processes, having the
purpose of achieving the purpose that the process pursues

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 Process Vision

CUSTOME
RS

SUPPLIERS CUSTOME
RS

SOCIETY

PROCESSES PROCESSES
STRATEGIC OF SUPPORT
PROCESSES
OPERATIONS PROCESSE
S

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 Paradigm shift
Challen
ges • Costs • Flexibility • Loyalty

• Quality • Assurance • Integration

• Environment • Proactivity

A exi
N
n Policies Control Sales and ts
and
D
t Strategies
Marketin
g
r Teamwork Concurrent
Development Team engineering
a ECR
R&D
d Production Logistics Benchmark Reverse
a Engineeri Engineering
ng Reengineering
y
Continuous
e Improvement
s
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Paradigm shift
From the world and organizations
classical science, to the world and
organizations of the quantum era.

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Classical science organizations:
• Hierarchies and structures are prioritized.
• Legal norms aim to organize institutions.
• The processes are not defined.
• Procedure is confused with process.
• Coordination problems. Existence of
New Science Organizations:
• Processes are prioritized and are clearly
identified.
• The processes are defined based on the
client and the purposes of the institution.
• Functions depend on processes.
• The legal procedures and regulations
facilitate the execution of the processes,
they DO NOT hinder it.
• Organizations better interconnected
internally and externally.
Paradigm shift
ORGANIZATION VERTICAL ORGANIZATION
BY PROCESSES

/
------------------------------------
■’
Approach processes through
functions

Effectiveness with the tooth

(optimal quality. time and cost)

Efficient for productive

system (no waste of
resources)

Robustness versus
variability

Flexibility to changes in
activities and outputs --
-----------------------------J.

Vertical organization through departments and their functions The functions

are gaining more prominence than the clients.

Some responsibilities fall between departments (shared)

It is not known how the added value is obtained (there is no traceability)

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 Paradigm shift
Org
aniz
atio
n

Org Customer
aniz requirement
atio
n
◄----------------------------------------------•
Slow order processing
by
Proc
esse
s

Fun
ctio Customers
nal satisfied
Request
the client's

Quick order processing

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Functional Organization vs.
Organization by Processes
MANAGEMENT BY FUNCTIONS PROCESS MANAGEMENT
Specialized departments Value added processes
Department: organizational form Process: natural way of organizing
Functional heads work
Hierarchy, Control Bureaucracy, Those responsible for the processes

formalism Centralized decision Customer, autonomy, self-control

making Information: hierarchical Flexibility, change, innovation It is part

route Hierarchy to coordinate of everyone's job Shared information

Command by control7supervision Coordinates the Command by

Compliance performance Exception process team. Support

Efficiency, productivity How to do Commitment to results Efficiency,

things better Limited scope competitiveness

improvements What tasks need to be done and for

what Broad, cross-functional scope

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Functional Organization vs.
Organization by Processes
DIFFERENCE IN APPROACH
Functional organization Organization by processes
FOCUSED ON FUNCTION FOCUSED ON THE PROCESS
Individualism prevails Teamwork prevails
Functions predominate over
processes Functions depend on processes

Activities are assigned to cover the The positions exist to execute the
time of the positions process, cover its requirements and
add value
The results of the area are due to a The results of the process are due to
person the work team
Employees are the problem The process may have flaws
The staff executes activities in each
The staff only performs job activities of the processes in which they
participate
Source: Adapted from EADE Business Transformation
 Goals
•
The main objective is to increase the Company's results by
achieving higher levels of customer satisfaction.
•
Increase productivity through:
•
Reduce unnecessary internal costs (non-value added activities).
•
Shorten delivery times (reduce cycle times).
•
Improve the quality and value perceived by customers so that they
find it pleasant to work with the supplier.
•
Incorporate additional service activities, of low cost, whose value is
easy to perceive by the client (e.g. Information

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Benefits of Management by
Processes
• Elimination of activities that do not add value and functional
duplications.
• Alignment between client requirements, strategies and
activities.
• Better quality of products (goods and services).
• Increase in customer satisfaction.
• Improving the efficiency and
effectiveness of institutions; with the
consequent reduction in cost.

Requirements
• External orientation towards the customer, versus internal
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 orientation to the product.
• Merge thinking and action for improvement in people. It is not
about working more but about working in a different way.
• Commitment to results versus compliance.
• Processes and clients versus departments and bosses.
• Participation and support versus hierarchy and control.
• Responsibility for the process before functional hierarchical
authority.

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 Requirements
• To diagnose:
• Leadership oriented towards total quality
• Corporate culture
• Structure of the organization
• Communication and information
• Training
• Staff participation

Characteristics of
Process
Management
■ Description of the Organization as a network of processes.
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 Processes are documented and managed “end to end”.
■ Customer needs are clearly defined and updated regularly.
■ Functions, positions, controls, and resource use depend on
processes.
■ Controls:
• They are there to regulate the carrying out of processes, NOT to
hinder them.
• Controls must be effective.

Management Characteristics
by processes
■ There is an “owner” of each process, who is responsible for
achieving the purpose that the process pursues.
■ Responsibilities are assigned in a way that ensures cross-
functional management of critical processes.
■ Processes are above functions and even Organizations.
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 Intercomp
any
Processe
s
Supplier Maker Distributor Custo
mer

Management Characteristics
by processes
" Measure the degree of satisfaction of the internal or external
customer , and relate it to the evaluation of personal
performance.
■ Clear definition of process objectives in terms of added value
perceived by customers.
■ Establish performance indicators and improvement objectives
in each process. These indicators are significant.
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Management Characteristics
by processes
■ The improvement of processes and the design/redesign of
processes are used to constantly raise the levels of
performance, competitiveness and profitability of the company.
company.

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Success factors
■ Align:
■ “Process – Company Objectives – Scenario”
■ “Strategic and support processes with operational processes”

■ Consistency
■ “Company Culture – Management System”
■ “Personnel management practices – The process approach”

■ Understand and manage

■ Interactions between processes
■ Relationships between processes and departments

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Process
management

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 PROCESS MANAGEMENT

The Management
of
Processes consider:

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 2.1- Definition
Definition
• Identification of the elements of the process and how it works.
• Elements of the Process:
Owner

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Mission

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2.2- Elements of the Process

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Customer
It is the next step in the process.
People, processes or organizations that use the results of the
process.
Process management focuses on the client, which includes:
•
Customer identification
•
Know your needs and expectations, expressed in characteristics of time,
quantity, properties, ease of use and perceptions of value.
•
Design outputs (goods or services)
•
Design the processes

•
Measure customer satisfaction
Clients 50
 Departures
• They are the elements produced (goods and services) by the
process.
• The outputs must cover the requirements and expectations of
the client of the process.
• The outputs must have specifications that allow determining
whether or not they are of quality.
• “Output flow”: units produced in a time interval.

/n
Tickets Depart Goods
—► PROCESS ures and
kV services

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Mission of the Process
Key Process Result Factor (FCRP):
• They are all the final results of the processes that are required to comply,
monitor and control, because they are determinants for operational
excellence.
• Ex: Systems Process
• Operation of the technological platform
• Development of new projects
• Information security
• User support
The mission defines the reason for the process and must be
composed of the FCRP
• Ex: Systems Process
• Guarantee efficient support to users and the development of new projects,
with the technological platform and information security required to support
the company's competitiveness strategy.

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Flow
Sequence of activities to transform inputs into outputs.

It can be represented through:

• Blocks diagram.
• Flowchart.
• Diagram of Operations (DOP).
• Activity Analysis Diagram (DAP).
 Tickets
• Elements that trigger the completion of the process.
• The input is what will be transformed to obtain the output of
the process,
• Inputs can be materials and/or information.
• They must meet the requirements of the process.
• The entries must also have specifications, to be able to
determine if they are of quality.

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 OL
CONTROLS

NT
O
C

S
CE
EN
TR
A
N

RESOURCE RESOURCE
S S
• CONTROLS The outputs of one
process can be the
inputs of another
process.

RESOURCE
S

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Resources
Referring to the TANGIBLE elements of the process
• Staff.
• Raw Materials and Inputs.
• Machinery.
• Equipment.
• Tools.
• Spare parts.
• Energy.
• Infrastructure.

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 Controls
• Referring to the INTANGIBLE elements of the process.
• They are mechanisms that govern HOW , WHEN and
WHERE the processes are carried out. They determine what
action to take when certain events or conditions occur.
• Goals.
• Monitoring and control systems.
• Procedures, instructions, work methods.
• Production plan, sales, purchases, maintenance, etc.
Specifications (standards).
•
Training and coaching.
• Legislation.

• Automatic control programs.

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 Supplier
• Person, position, process or organization that provides the
process with the required inputs.
• The supplier must comply with the input specifications
demanded by the process.
• The supplier transfers value to the process when it meets the
input specifications.

Depart
ures

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 Boundaries
• They define the scope of the process, by identifying the
beginning and end of the process.
• It allows you to identify the departments and positions involved.
• There are two types of limits. Technical limit and physical limit.

/~/ , \\
_____________TO__________
x Technical : referring to the
Physical : referring to the space(s) P first (start) and last (end) activity or
in which the process takes place. task of the process.
 Owner
• Responsible for the process and its outputs.
• Ensures effectiveness and efficiency on an ongoing basis.
• He is the one who makes key decisions and can allocate
organizational resources to the process.
• Maintain the relationship with other processes of the
organization and establish appropriate requirements.
Owner

Tickets Depart
PROCESS ures

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 Participants
• Members of the organization who participate in the execution
of the process.
• They are responsible for the part of the process they
execute.
• It is established by relating the process flow to the positions
of the organization.
FLOW PARTICIPANTS

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MACROPROCESS: HUMAN RESOURCES
PROCESS: SELECTION

Observations Participants P1 P2 P3
Activity
1.- O1 1 TO 1 •-4- ------- Entranc
e
2.- O2 2.- A2
3.- O3 3.- A3 1
V
4.- O4 4.- A4 —— —— —>
V Entranc
5.- O5 5.- A5
e
6.- O6 6.- A6 1
1
7.- O7 7.- A7
1 Exit
8.- O8 8.- A8

Ai = Activity
Pi = Participant
Oi = Observation 62
 Cycle time
• It is the period of time required to obtain a unit of output or
products.
• Reducing cycle time allows for greater organizational
productivity and cost reduction.

Only time that

adds value
Out of
Queue
Time
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 Process Cost
• The best costing method, for this purpose, is called Activity
Costing (ABC).
• ABC is based on the concept that the cost is generated by
the process when using resources.
• So by improving the process, fewer resources will be used
with the consequent reduction in costs.
RESOURCES

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 Indicator
• It is a criterion that judges or
measures the performance of
a process

• What cannot be measured ,

cannot be controlled .

• What can't be controlled , can't

be improved
KEY TO PROCESS
IMPROVEMENT

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Indicator

CONCURRENT CONCURRENT

CAUSE EFFECT

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 Indicator
• Pre concurrent:
• Related to what can be controlled before the process is started
or repeated.
• It has to do with the characteristics of the inputs and the
conditions prior to the process.
• They have the function of prevention and quality assurance.
• Concurrent:
• Related to what can be controlled during the execution of the
process.
• Related to the characteristics of the products in process, the
control of activities and the conditions of the process.
• They have the function of quality assurance and correction of the
repetition of the process that is being executed.
• Post concurrent:

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Indicator
• Related to what can be controlled once the process is
completed.
• It has to do with the characteristics of finished products and
management results.
• They have the function of monitoring the results and
correcting them for the next repetition of the process.

Indicator - Example
• Process: Chicken breeding
• Home: BB Chicken Reception
• End: Take out of the chicken

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Indicator

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 Indicator - Example

• BB chicken quality. • Health status

• reception ºT • Weekly weight
• Number of feeders per • Daily mortality
chicken • Weekly conversion
• Number of drinkers per • Weekly food consumption
chicken • Final weight
• Number of days of • Final mortality
effective rest • Final conversion
• Daily temperature • Final feed consumption
• Ammonia level • Cost per kg
• Humidity

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Relationship between
processes

The post-concurrent control item of

a process (supplier) can be item
pre-concurrent control of another
process (client)

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The key is in defining the limits of the
processes

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 Exampl
e
• Chicken
quality bb.
Incubation

• Final weight
• Final
Cleaning mortality
and reception ºT • Final
preparation Number of conversion
feeders • Final feed
per chicken • Health status consumptio
• Number of drinkers per chicken • Weekly weight n
• Number of days of effective rest • Daily mortality • Cost per kg
• Daily temperature • Weekly conversion
• Ammonia level • Weekly food consumption
• Humidity

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 Indicator
Efficiency : measures how well the stated objectives are
achieved.
Outputs Obtained EFFICIENCY =
Scheduled Departures

Efficiency : measures how well resources are used.

EFFICIENCY = Scheduled Resources
Resources used

• Effectiveness : It is the degree to which the objectives are

achieved.
EFFECTIVENESS = EFFECTIVENESS x EFFICIENCY

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 Indicator
• Output Flow : measures the speed of the process. Expressed in
units of output per unit of time.

• Unit Cost : Measures how much it costs to process an output.

• Cycle time : and their respective times that make it up

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Graphic Representation of the
Process

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Definition
• Produce an abstract model of the process, graphically
represented in a way that allows UNDERSTANDING of how it
operates.

• Study an existing process to understand its activities.

• Process modeling (mapping) involves identifying the company's

processes and defining (for each of them) all the elements of
the Process , and the existing interactions between them.

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Steps
1. Strategic Process Diagram – Process Map
2. Strategic Matrix of Process Responsibilities.
3. Process Diagram.
4. SIPOC diagram.
5. Matrix of Process Responsibilities.
6. Process Flow Matrix.

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Strategic Process Diagram –
Process Map
• The Block Diagram, which allows you to have a quick,
simple and systemic view of the organization's
macroprocesses.
• They allow us to differentiate strategic, operational and
support macroprocesses.
• Shows the fundamental sequence between
macroprocesses.

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Strategic Process Diagram

PROCESSES PROCESSES PROCESSES

STRATEGIC OPERATIONS OF SUPPORT
PROCESSES

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Strategic Matrix
Process Responsibilities
• Matrix that allows relating macroprocesses to the
organization and defining the Owner of each macroprocess.
MACROPROCES FUNCTIONAL ORGANIZATION
SES DIR GGR DTE COM ADM CLN
STRATEGIC
STRATEGIC PLANNING CD •
MARKETING • • CD Main Functions: Up
ADM. AFFILIATED CLINICS CD • • to the management
OPERATIONS level or those who
SALES c report to the General
CUSTOMER SERVICE • • c Manager.
MEDIUM

ADMINISTRATION c
ADM. FINANCIAL ACCOUNTING c Macroprocess
LEGAL c •
Owner
INFORMATION SYSTEM c
Complementary
COSTS CONTROL c •
responsibility
AUDITS • c •

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Strategic Matrix
Process ResponsibilitiesMACROPROCESSES FUNCTIONAL ORGANIZATION

STRATEGIC PCD DCM OF GAF GIIM GSP GRD

Strategic management • EITHE EITHE
R R
Marketing •

Development of Export Plans EITHE EITHE • EITHE

R R R
OPERATIONS
Development of the Exportable Offer (2) EITH • EITHE
ER R
Development of Business Management c •
EITHE
Development and Opening of International Markets EIT •
R
Training • c c
MEDIUM
Information service •
Human Resources EITHE •
R
Financial administration EITHE •
R
General Administration •
International Business Facilitation c •

President of the Board of Directors PCD

Members of the Board of Directors DCM
V Macroprocess Owner Executive Director OF
C Complementary Responsible Administration and Finance Manager GAF
Central Manager of Market Information and Intelligence GIIM
Manager of Productive Sectors GSP
Regions and Development Manager GRD
 Process Diagram
• Deploy each macroprocess in their respective processes.
• As many process diagrams will be prepared as
macroprocesses have been defined.

either
Process 83

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Process Diagram
Human Resources Macro Process
Start

Selection

Induction

Management
administrativ

Planning Training and

Career coaching

Performance
evaluation V

Retirement &
Termination
Process Diagram
Macro Process Development of the Offer
Exp.

Start

Development of events, ____, Advice to

agreements and contracts export company

International
Information Financial
Business
services
Facilitation
administration
Development of
General
events, fairs and
HR Administration Trade missions

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SIPOC diagram
Block diagram that shows the relationship of a process with the
supplier processes and customer processes.
These processes can be from the same macroprocess or from
another.
It owes its name to the initials in English:
• S = Supplier
• Yo= Input
• Q = Process
• EITHER = Output
• c = Customer
Custom
ers

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 OC
PROCESS: Design and
development

Custo
mer

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 SIPOC diagram
Human Resources Macro Process
SUPPLIERS TICKETS PROCESS DEPARTURES CUSTOMERS

Plan of
HR
Selection
Personal of
Administration the
Staff company All the
Strategic Description Hired processes
of the
Personal Data
position Induction Hired
Staff System of
profile Staff remunerations
oriented
Administration Management Administration
General administrative financial

Planning Training and coaching

Career
Record of
Plans of Staff
staff
career capable
results of
Assessment the evaluation
Job performance v
evaluation
Situation of
the
Plan of staff Dismissed
Administration HR and
Retirement &
Strategic Retired
Termination

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SIPOC diagram
Macro Process Development of the Offer Exp.

SUPPLIERS TICKETS PROCESS CUSTOMER DEPARTURES

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Process Responsibilities Matrix
• Matrix that allows processes to be related to the organization
and define the Owner of each process.

MACROPROCESS: STRATEGIC PLANNING

FUNCTIONAL
PROCESSES ORGANIZATION
Main Functions:
STRATEGY FORMULATION CD • •
Up to
IMPLEMENTATION CD • • management level
STRATEGIC CONTROL • CD
Process owner
• Responsibility
complementary

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Matrix of Responsibilities of the
Process
FUNCTIONAL
PROCESSES
ORGANIZATION
HUMAN RESOURCES JDP JOAL JDFM

Selection
Induction
Administrative management

Career Planning
Training and coaching
Performance evaluation
Retirement and Termination
DEVELOPMENT OF THE EXPORTABLE OFFER
Advice to the exporting company •

Development of acts, agreements and contracts

Development of events, fairs and trade missions •

Head of Personnel Department JDP

Head of Legal Advice Office JOAL
Head of Department of Fairs and Missions JDFM

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• Process owner
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Process Flow Matrix
• Matrix describing the process flow.
• The Process Flow Matrix results from combining a flow
diagram with the part of the organization that participates in
the execution of the process activities.
• The Matrix also includes the different inputs and outputs of
the process.
• Flow can be represented with a block diagram or flowchart.
• There will be as many Process Flow Matrices as processes
have been defined.

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MACROPROCESS:
PROCESS:

Entran
ce

Entran
ce

Exit

Responsible
Oi = Observation
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Process Flow Matrix
Selection process
Activities Tickets Depart
Staff Profile
ures

1. Recruitment
Job
2. Carry out psychological and Description
People
psychotechnical evaluation. Disqualified

3. Conducting a personal interview

People
with the direct boss or superiors. Disqualified

Formal announcement of Staff

4.
Selected
candidate acceptance.
Communication of rejections
5.

9
7
Process Flow Matrix
Advice Process to the Exporting Company

Depar
tures

Qualified
companie
s

9
8
 Strategic Diagram
of Processes
Marketing Planning
(Macroprocesse
CUSTOME
RS s)
Manufacturi
ng
Sales Diagram of
Shopping Processes
Storage Dispatch
SUPPLIERS CUSTOME
RS

HR Finance

SOCIETY

MACROPROCESS:
PROCESS:

Responsible
Observations
Activity
Entran A End
1.- O1 1 TO ce D
1 2.-
2.- O2
A2
3.- O3 3.-
A3
4.- O4 4.-
A4
5.- O5 5.- Entranc
A5 e

Deployme
6.- O6 6.-
A6
7.- O7 7.-
A7
8.- O8
A8
8.- Exit
nt
of
Process Flow Matrix
(Activities) Processes
9
9
Process Manual
• Document that shows the company's processes. This
document is important, because from it the procedures and
instructions are deployed.
• Content:
• Strategic Process Diagram
• Organization chart
• Strategic Matrix of Process Responsibilities
• Process Diagram – SIPOC Diagram
• Process Responsibilities Matrix
• Process Flow Matrix
• Elements of the process

1
0
Process improvement

1
0
Understand the need for improvement
Drivers
• Pain :
• Low profits
• Reducing market share
• High level of waste and rework DO
• Excess debt SOMETHING
NOW
" Fear :
• New competition
• Changing market
• Government policy DO
• Decreasing bargaining power
SOMETHING
SOON
" Ambition :
• Increase market share
• Enter new markets
• Enter new businesses BETTER
• Increase your leadership position MOMENT
TO IMPROVE

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0
Process selection

• What process to start with?

• The selected processes should be those in which customers and/or
management are dissatisfied with the status quo.
• Criteria:
– Impact on the client: how important is it for the client?
– Impact on the company, how important (critical) is it for the
company?
– Impact on company objectives
– Exchange rate, can it be fixed?
– Opportunity for improvement: how deteriorated is current
performance?

1
0
 Process improvement
• Effort, punctual or sustained over time, to increase the efficiency
and/or effectiveness of business processes.

• Process improvement involves understanding, analysis,

standardization, measurements and changes .

• The improvement must necessarily manifest itself in the

improvement of process indicators (control items).

• The improvement occurs through the continuous application of the

PHVA.

• It begins with the selection of the process to improve.

1
0
 Process improvement
Methodologies for improvement

• Suggestion system
- PHVA
• 7 Steps of Quality Control
and Six Sigma

1
0
• Improvement scheme

TIME

1
0
(e Value Analysis

Activity

YE Needed NO
To generate
A the exit?

NO
YEAH
Does it Does it
contribute to contribute to
customer the company's
requirements? functions?

Activiti must be
es that perfor

1
0
 m to do not
satisfy contrib
the ute to
Require satisfyi
ments ng the
of the custom
client er
Activiti needs
es that

1
0
THANK

11
0
YOU

11
1