We implement Procedures because we need higher Productivity.
Higher than our competition Productivity.
That means that we would need less time (cost) than the competition, for every unit of product we produce.
Work is shared early and properly in a Procedure. So operations are finishing faster. The cost is smaller.
Here we will see some sample Procedures' workflows
This a sample workflow for the
Sale Offer Process
This a sample workflow for the
Complaint Process
This a sample workflow for the
Production Process
This a sample workflow for the
Import Process
Thus, Procedures help split a large and unshaped quantity of work into smaller, distinctive chunks of work.
We split and coordinate the sharing of this significant amount of work by using Procedures.
As a Procedure, we name the way we understand and implement a business process like a "Sale Offer", "Customer Complaint", "New Product Development", etc.
Some Procedures can contain tens of Tasks and could run in the Company for months. For example, that could be the "R & D for a New Product".
In a "perfectly" organized Company, every human Task must be a part of a Procedure's Task. A Task that we have analyzed and defined in detail.
We have to understand that...
Companies at the top of the market have the most effective workflows in their Procedures and the most refined and analyzed to the detail Tasks. (given they use the same quality of humans and means).
Nowadays, Procedures are seen, by the jargon of the BPM, as successive "Task Boxes". Those boxes, when arranged in a particular series, could produce the workflow of a procedure....
....That workflow then is given by the experts to the users. And is considered as the implementation of the actual business process!
But, that is a lousy method to implement high Productivity and organization for the Company.
Procedures are not just Tasks!
What is a Procedure finally, if not a series of well-arranged "Task boxes"?
