If There Is No Process Management

09 Mayıs 2013 3833 0 TRANSFORMATION MANAGEMENT METHODOLOGY Hakan Aksungar

  • Curtomer or supplier or both of them have to observe, experiment and test to make sure that their demands and expectations are met.
  • This will cause ruining customer and supplier relations. Even if observation, experiment and tests are necessary there is a problematic environment between customer and supplier.
  • Decreasing the control on desired products and services causes increase in costs. To spend time and money to find the problems and solve them makes the control impossible. 
  • There is not a single responsible for this process. As you known products or services are results of various organizational structures which are operations of many department. In another words processes in businesses crate a horizontal flow in the side by side departments. 
  • In general these responsibilities described by organizations are not parallel to process flow. These department responsible try to please management hierarchy as well as meeting customer expectations. As a result there is a possibility of conflict.
  • Process inputs, outputs, requirements, customer expectation and internal process organizations can cause uncertainties or poor defined definitions of process elements. As a result if measurements parameters are missing;
    • Risk increases possibility. 
    • Inside of processes which is if the operation is going well or wrong cannot be seen.
  • The process becomes outdated or non-adoptable, non-manageable, cannot be edited, improved or adapted.
  • Uncontrolled interfaces between input and process activities, operations in process activities and process activities and outputs. In this case inputs and outputs causes transition form process to another without any suitability evaluation. In such environment, if the possible problems tha should be managed are not taken into hand, it can cause unplanned additional operations in process activities. As an example there is need for additional corrections or control.
  •  Ignored or misses problems become fixed.
    • Fixing product or service flaws become important. 
    • Flaws in product or service causes spending money for product or service problem solving and are seen as repetitive sicknesses.
  • In the middle of this concentrating on thee outputs will cause missing intermediate reasons. But Process Management is both improving th process and fixing the flaws. 


An Effective Process Management

  • Decreases costs
    • It gives importance to preventiveness
    •  Flaws can be predicted and fixed.
    • Perfect quality service, can be obtained with minimum cost for unit production.
    •  Investments to improve the processes has a return more than the spend money from disease like flaws. 
  • It is a tool for improvement
    • Improvement is obtained from evaluating processes rather than problems.
    • Improvement can be achieved with responsibility of management not by solving the problems caused by the product.
  • Helps management to focus on single direction
    • The focus of the management is made to process rather than repetitive problem unique for problem.
    • Management looks at the flawless objectives rather than subjective minimum objectives.

If management has preventive approach rather than quality control approach, there will be more effective results. Without any additional operations, costs will decreased with increasing quality and decreasing flaws.

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