SUCCESSFUL BUSINESS
PROCESS MANAGEMENT
SUMMARY
Chapter 1,2,3,4,5,6,7,11 BERMAN-book
BPS SUMMARY !1
,CHAPTER 1
Process: set of interrelated activities designed to transform inputs into
outputs.
- Input: what you already have or expect to receive in time to start a
new activity/step.
- Output: what you want to deliver to the customer so the next step can
be proceed.
- Trigger: signal for process to start.
- Customer: whoever needs the output of the process.
procedure= a way of carrying out a process or activity = refers to a
standardized, documented set of ordered activities.
Process system= a model of the business, showing how processes fit
together to meet the goals of the company.
Standard business processes, captured in documents and procedures
provide real value to the organization:
- provide a model of the business = ensure that everyone is working from
the same basic assumptions of how the company functions.
- Offer a concrete path to follow to meet the business core mission.
- Ensure that interfaces are agreed upon.
- The multiple expertise, helping new employees to become productive
faster.
- The standardise ways of working.
- They allow improvements.
- The avoid single points of failure.
- The offer assurance of quality to customers.
- They pas certification audits.
You need a procedure:
- when you have multiple people/groups whom want to perform the same
way.
- When you need to train new employees in how to do a standard task.
- When procedure is required by you standards.
- When you need to improve a process.
- When people who are not performing the work (managers) need to
understand the process.
CHAPTER 2
Process system = is a map of how a company works, includes:
- Structure
- Set of standard rules
BPS SUMMARY !2
, Quality manual = document that explains how you achieve the level of
quality you have committed to and provides brief overview of you
process system.
Process hierachy:
- high-level-process: abstract and has a broader area of focus. Contains
less details, but covers wide range of tasks.
- Low-level-process: more detailed and more concrete.
Supporting system: keep your company functioning (people had to get
paid).
Process owner: person who is accountable for making sure that the
procedure is correct and current, and that is followed by process users.
A good rule of thumb is not given to the ownership role to the lowest-
level-person in the management hierachy, who has sufficient authority to
make the process happen.
The relationship between higher-and-lower-level processes can be used to
show employees how their own tasks fit into a bigger whole, which can
help them work more intelligently.
Processes in your system, 6 procedures;
- document control procedure: what are your standards, procedures,
and other documents look like how they are governed.
- Record control procedure: how records are kept at work, including
processes followed and decisions made. It specifies what records are
kept, how long they are retained, how they are identified, how the
protected.
- Internal audit procedure: how you conduct your own internal audits,
how you verify that your procedure are properley documented,
maintained and followed, with proper records kept.
- A control of nonconforming products procedure: described the
method of ensuring that a product that doesn’t confirm to specifications
is not used, and that appropriate actions are taken.
- A corrective actions procedure; is closely related to a control of
nonconforming products procedure. But it can have a wider scope
(breder bereik). It describes the actions taken to address problems that
have been identified, including doing an analyze of the problem, action
to fix the problem, and verifying the actions succeeded in fixing the
issue.
- Preventive actions procedure is very similar to a corrective actions
procedure, this procedure governs the root cause (regelt de oorzaak),
actions taken, verification to action to prevent potential issues that have
been identified but have not been occurred.
BPS SUMMARY !3
PROCESS MANAGEMENT
SUMMARY
Chapter 1,2,3,4,5,6,7,11 BERMAN-book
BPS SUMMARY !1
,CHAPTER 1
Process: set of interrelated activities designed to transform inputs into
outputs.
- Input: what you already have or expect to receive in time to start a
new activity/step.
- Output: what you want to deliver to the customer so the next step can
be proceed.
- Trigger: signal for process to start.
- Customer: whoever needs the output of the process.
procedure= a way of carrying out a process or activity = refers to a
standardized, documented set of ordered activities.
Process system= a model of the business, showing how processes fit
together to meet the goals of the company.
Standard business processes, captured in documents and procedures
provide real value to the organization:
- provide a model of the business = ensure that everyone is working from
the same basic assumptions of how the company functions.
- Offer a concrete path to follow to meet the business core mission.
- Ensure that interfaces are agreed upon.
- The multiple expertise, helping new employees to become productive
faster.
- The standardise ways of working.
- They allow improvements.
- The avoid single points of failure.
- The offer assurance of quality to customers.
- They pas certification audits.
You need a procedure:
- when you have multiple people/groups whom want to perform the same
way.
- When you need to train new employees in how to do a standard task.
- When procedure is required by you standards.
- When you need to improve a process.
- When people who are not performing the work (managers) need to
understand the process.
CHAPTER 2
Process system = is a map of how a company works, includes:
- Structure
- Set of standard rules
BPS SUMMARY !2
, Quality manual = document that explains how you achieve the level of
quality you have committed to and provides brief overview of you
process system.
Process hierachy:
- high-level-process: abstract and has a broader area of focus. Contains
less details, but covers wide range of tasks.
- Low-level-process: more detailed and more concrete.
Supporting system: keep your company functioning (people had to get
paid).
Process owner: person who is accountable for making sure that the
procedure is correct and current, and that is followed by process users.
A good rule of thumb is not given to the ownership role to the lowest-
level-person in the management hierachy, who has sufficient authority to
make the process happen.
The relationship between higher-and-lower-level processes can be used to
show employees how their own tasks fit into a bigger whole, which can
help them work more intelligently.
Processes in your system, 6 procedures;
- document control procedure: what are your standards, procedures,
and other documents look like how they are governed.
- Record control procedure: how records are kept at work, including
processes followed and decisions made. It specifies what records are
kept, how long they are retained, how they are identified, how the
protected.
- Internal audit procedure: how you conduct your own internal audits,
how you verify that your procedure are properley documented,
maintained and followed, with proper records kept.
- A control of nonconforming products procedure: described the
method of ensuring that a product that doesn’t confirm to specifications
is not used, and that appropriate actions are taken.
- A corrective actions procedure; is closely related to a control of
nonconforming products procedure. But it can have a wider scope
(breder bereik). It describes the actions taken to address problems that
have been identified, including doing an analyze of the problem, action
to fix the problem, and verifying the actions succeeded in fixing the
issue.
- Preventive actions procedure is very similar to a corrective actions
procedure, this procedure governs the root cause (regelt de oorzaak),
actions taken, verification to action to prevent potential issues that have
been identified but have not been occurred.
BPS SUMMARY !3
