hygiene zone
quality tools
quality techniques
human issues
quality awards
quality extra
visitor tools


Stay Informed
Sign up below to receive our Occasional Newsletter.

We Respect Your Privacy!

Web SaferPak
SaferPak: Food Packaging Safety, Food Safety, Business Improvement and Quality Management
       Home     About     Contact

One of the eight quality management principles on which the ISO 9000:2000 series of standards is based relates to the "process approach". Why the change? Because ISO recognise that:

"A desired result is achieved more efficiently when activities and related resources are managed as a process."

To prosper in today’s ultra competitive business environment we must continually seek to create value for customers and interested stakeholders. This can only be achieved if we view our organisation as a network of interacting processes that are managed effectively and improved regularly.

Process Management
A Guide for Business Improvement

Process Management: A Guide for Business Improvement
View larger image

This guide focuses on establishing a management system, which will enable your business to satisfy your customers in an effective and efficient way. It also looks at using the process approach for other system requirements such as ISO 9001 (quality management systems), ISO 14001 (environmental management systems), OHSAS 18001 (health and safety management systems) and other sector-specific quality management systems. (Automotive - ISO/TS 16949:2002, Telecommunications - TL 9000, Aerospace - As/EN 9100).

Topics covered include:

- Process approach & process management system
- Leadership & responsibility
- Resources
- Customer-oriented & support processes
- Process maps
- Waste elimination
- Measurement & improvement
- Implementation

Looking at Work Horizontally (pdf 330 kb)
In recent years virtually every size of organisation has undertaken some kind of formal improvement activity. In many cases, real improvements have been made. In other cases, however, the results have not been as substantial as hoped. What's needed is a comprehensive approach, and the starting point - look at work horizontally...
Achieve Global

Balancing Performance Metrics: Establishing Process and Results Measures
There is a clear and obvious dynamic relationship between results measures and process measures. Neither is sufficient on its own and any good measurement system will seek to find an appropriate balance of both kinds of indicators. Knowing what the score is at the end of the game is critical; knowing how the score got that way is just as important.
Mark Henderson

Process Landscapes
(pdf 132 kb)
One of the Principle reasons for making the transition from functional silos to process management is to conquer the inevitable politicking that goes on between departments. Tim O'Hanlon argues merely changing "functional titles" into "process names" does little to alter the political landscape of the business...
Tim O'Hanlon Eurospan Developments Limited

Strategic Process Management
(pdf 25 kb)
If delivering service quality is an organisation's goal, it needs more than quality service programmes or even strong levels of staff commitment. First and foremost, the company must be 100% aligned behind the business processes connecting it with the customer. This is the one and only route for achieving real customer service excellence and consistently exceeding customer expectations. This collection of customer storys outlines the benefits of addressing processes as they relate to the customer...
Achieve Global

Process Management Pathways and Pitfalls
Process management is an invaluable part of disciplined management systems. Discover the Process Management approaches that can help you to avoid the pitfalls and pave your organization's pathway to success...
Jim Clemmer

Breaking Down the Walls
Although it saves money and promotes flexibility, process orientation means losing those cherished, autonomous departments. For most organizations, process orientation offers one of the biggest improvement opportunities available. It also represents a huge change in the way most organizations view and manage themselves. With process orientation, organizations think in terms of integrated processes rather than a confederation of functional departments...
Craig Cochran

Process Management Improves the Horizontal Flow
"Major breakthroughs in time to market, investment, piece cost, and quality come horizontally across the organization, not vertically through individual, isolated functions. And it is our business schools that have not taught how to manage process across functions." — Louis Lataif, Dean of the School of Management, Boston University quoted in, "MBA: Is the Traditional Model Doomed?", Harvard Business Review...

Jim Clemmer

Managing the Business of Making Engines
(pdf 147 kb)
A case study from the £420 million BMW factory at Hams Hall. Ceri Davies, Dean Lucas and Tim O’Hanlon explain how changing thinking from functions to processes needs a lot of planning...
Tim O'Hanlon Eurospan Developments Limited

Business Process Management
(pdf 114 kb)
'Business Process Management' (BPM) might be regarded by cynics as yet another grand title for applied common sense. But organisations which address BPM are recognising three fundamentally important issues...
Develin & Partners

Business Process management an outline of project steps (pdf 141 kb)
Sensitive cost reductions made through improving processes, removing unnecessary activities and re-balancing resources into areas of risk and to improve service levels requires a disciplined approach, effective tools and techniques of analysis and the co-operation and involvement of the people doing the work in the organisation. This document outlines the main work-steps of the BPM approach...
Develin & Partners

A Strategy for Profit (pdf 114 kb)
A strategy that is often overlooked as a major driver on profit is that of improving the performance of existing processes. This improvement work is generally regarded as something which is done on an ongoing basis and which is slow at generating small improvements. Though it is true that most facilities are improving constantly, few are recovering the sort of profit that can be unleashed with a step change in process performance...
Ian Quest Newton Industrial Consultants Limited

Increasing Profits without Capital Expenditure
(pdf 59 kb)
Plants which have been around for a long time are usually considered 'optimised' or 'at full capacity'. It is, however, always fruitful to look at how much potential can be uncovered in the existing process...
Ian Quest Newton Industrial Consultants Limited

Market Share Will be Won on Unit Cost (pdf 612 kb)
Andrew Hawes argues that it is possible to increase capacity and reduce unit cost (without capital expenditure) if we systematically solve the multitude of problems which afflict all production processes...
Andrew Hawes Newton Industrial Consultants Limited

Process Benchmarking Workbook (pdf 169 kb)
A useful workbook designed for public and in-house practical workshops for groups engaging in process benchmarking activities...
Services Ltd

Further reading

Business Process Management: The Third Wave

Business Process Management: The Third Wave
by Howard Smith, Peter Fingar

This book heralds a breakthrough that redefines competitive advantage for the next fifty years. Don't bridge the business-IT divide: Obliterate it! The book is the first authoritative analysis of how third-wave business process management (BPM) changes everything in business and what it portends. While the vision of process management is not new, existing theories and systems have not been able to cope with the reality of business processes --until now. This book describes a radical, simplifying shift in process thinking and technology that utterly transforms today's information systems and reduces the lag between management intent and execution.

A process-managed enterprise makes agile course corrections, embeds Six Sigma quality and reduces cumulative costs across the value chain. It pursues strategic initiatives with confidence, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion. Process management is the only way to achieve these objectives with transparency, management control and accountability. The process-managed enterprise grasps control of business processes and communicates with a universal process language that enables partners to execute on shared vision --to understand each other's operations in detail, jointly design processes and manage the entire lifecycle of their business improvement initiatives.

Process management is not another form of automation, a new killer-app or a fashionable new management theory. With the third-wave BPM breakthrough and its solid mathematical underpinnings, business processes can now be unhindered by the constraints of existing IT systems. Short on stories and long on insight and practical information, this book will help your business become the company of the future, the real-time enterprise, the fully digitized corporation --the process-managed enterprise. The book also offers continually updated information and a dialog with the authors at its Web site.

Buy UK Buy US  

The Business Process Management Group
The Business Process Management Group (founded in 1992) is a global business club exchanging ideas and best practice in change management. They have over 2000 members across all business sectors and provide articles, case studies, seminars and research to improve organisations work across business processes, information technology and people...

Structure Your Enterprise
If you are developing a process management system try this excellent resource from Quality Management International, Inc. The online tool guides readers through the long-established ten phases of the people > processes > system approach.








Back to previous page

















top of page


home :: about :: contact :: terms

© 2006 SaferPak Ltd.