Business Process Standardization aims to unify the procedures in organizations that use different practices to do the same process.
This way, it is possible to achieve what’s called componentization, which is nothing more than the re-use of a process already established as a component (or sub-process) of another process, sometimes in another area or company department.
Business Process Standardization, according to the Productivity Press Development Team (2002), is defined as a process that involves:
- Setting the Standard
- Reporting the Standard
- Establishing adherence to the Standard
- Encouraging the continuous improvement of the standard
The main results of Business Process Standardization are:
- Loss reductions
- Company training culture
- Increased transparency
- Variability reduction
To discuss this topic in more depth, we will need to deal with some topics we think are important.
See also: Steps to Improving Business Processes.
Procedure Manuals and Business Process Standardization
Procedure manuals aim to standardize jobs so that employees attain the desired quality. They guide the execution of processes, facilitate training, help verify compliance activities, and become an important source of information.
A good procedure manual should include:
- The graphical representation of the process
- Start conditions
- Interface with other processes
- The activities
- Process execution paths
Also, you must include auxiliary text detailing various information about each activity, such as business rules, input, output and areas responsible, among others.
Procedure manuals are an important document for companies looking to accomplish business process standardization.
The Toyota Production System (TPS) and Business Process Standardization
Business Process Standardization is a crucial factor in the Toyota Production System. In fact, this system turned out to be a reference. Its concepts and principles became a benchmark for several organizations interested in business process standardization, wanting to provide the market with unvarying products, in agreement with the wishes and needs of their customers.
Among the main features of the TPS, we can highlight:
- Ideal for flexible company structures
- Delivery (output) objective, stable, flawless products
- Focusing on production in small batches
- Setting standards with the direct participation of workers
- Workers exercise self-control of their tasks
- It stimulates continuous improvement from operating levels
- Intense communication between workers and managers
- The promotion of learning and growth
As it turns out, the TPS business process standardization leads to a significant enhancement of manpower.
View more: Continuous improvement – Find out about the Japanese method and the American method: See the difference here.
To implement business process standardization in your company, an agile and transparent BPM tool can make all the difference.
Standardized Process Library
A company is nothing more than a set of integrated processes with a common goal. If it is possible to standardize these processes and document them in a library, then whenever you need to create or make suggestions for process improvement, there will be a reliable and easy to use information base.
For this, teams need to be organized and trying to follow some basic guidelines:
- The team should be focused on searching for standardization constantly when designing a new process.
- Target efforts at the componentization of processes, making them more comprehensive and reusable
- Use modeling technologies in the search for Business Process Standardization
Following these steps, the company will be able to manage their processes in an agile way, staying current and gaining in productivity and quality.