So that all business process management implementation procedures in your company work with excellence, it is important that departments work together and enhance communication between them. This approach avoids the common mistakes that cast some doubt on the company’s structure and makes managers understand the importance and the role of each step.
The following paragraphs, written by the founder and technical director of Qualiplus, Eduardo C. Moura, talks about the difference between management and processes and emphasizes the importance of integration between sectors so that a company does not become an archipelago of islands (a group of individual processes). It’s worth checking out!
“On the influence of ISO9000, most companies today have their defined and standardized processes. But almost all of them continue to suffer the classic ills of departmentalized administration: poor communication between areas, conflicting goals, errors, rework and chronic fighting. How is this possible if the ‘process view’ is already implemented, even with international certification?
What explains this apparent paradox is that the standardization of processes in such companies is made case by case, that is, the work processes are identified, standardization teams are mobilized and in the end we have an intricate archipelago of ‘islands’ of processes! Things flow, but only within the borders of each island. In practice, what this did was just change the old problems of communication that existed between departments into new communication problems between processes. What was the Sales Department, is now the ‘Business Process’; the Department of Product Engineering now takes care of the ‘New Products Development Process’ etc.
What were the departmental goals now receive a new name: ‘Key Process Indicators’ or the like. In practice, each one continues ‘burning the coal for its sardines’, perpetuating the problems of departmentalized administration. The management style has not changed; it continues the old collection of numerical targets for each functional area. There wasn’t an organizational transformation. Except for some specific improvements, there wasn’t a qualitative leap in business performance.
In the end, there was just the element of the cost of maintaining all of the heavy effects of documents added to the ‘new management system’ (three lies in one word, it is not new, does not work as a system, and does not deserve the title of true management). This is the ‘process management’ that you see there.”
What then is Business Process Management implementation?
It would be quite different to implement ‘Business Process Management’, that is, ‘Business System Management through Business Processes’, based on the need for all stakeholders to review the whole structure of business activities. It ensures its alignment with stakeholder satisfaction and standardizing processes in an integrated manner, from a systemic model.
In a nutshell: standardize the continuous flow of materials and latest information to tip the company, in response to the market and other stakeholders.
It is Business Process Management implementation.
For more reading check out the benefits of BPM here.