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self-reliance, and a heightened sense of responsibility. People support what they create. Dont Leave Maps on the Shelf: Whatever the reasons or perceived benefits of process mapping, the one issue that is universally true is that there is absolutely no point in creating process maps and putting them on a shelf or on a database. If the process is to achieve its aims it must be used and improved. A process map can help create a vocabulary to help people discuss improvements and must be used this way. Organize Properly: Most organizations today are aligned around departmental lines accounting, warehouse, customer service, purchasing, etc. This structure is inefficient and costly. The focus is typically structured around whose fault it is not how can we satisfy the customer. Customer needs are not by departments but by processes that cut across departmental lines. Work does not flow vertically; instead it flows horizontally. This reorganization along process lines doesnt have to happen overnight but formation of process teams with process leaders is a useful first step. Measure: Often the performance measurement function is located in the accounting department silo where reports and recommendations are prepared. These may or may not be understood and acted upon on a timely basis. Process companies require performance measurement and management to be an essential dimension of each process thus facilitating continuous improvement in each process.
7. 1:Q ual i ty M an ag em e n t P ro c ess 7. 2 : R e so u rc e M an a g e m e n t P ro c es s 7. 3:R egu l a to ry R es ea rc h P ro ce ss 7. 4 : M a rk et R ese arc h P ro ce ss 7. 5 : P ro d u ct D es i g n P ro ce ss 7. 6 : P u rch as i n g P ro ces s 7. 7 : P ro d u cti o n P ro ce ss 7. 8 : S e rv i ce P ro v i si o n P ro c es s 7. 9 : P ro d u ct P ro tecti o n P ro ce ss 7. 1 0: C u sto m er N ee d s A ss es sm e n t P ro ce ss 7. 1 1: C u sto m er C o m m u n i ca ti on P ro ce ss 7: I S O Q M S R equ i rem e n ts 7. 1 2: I n tern al C o m m u n i c atio n P ro ce ss 7. 1 3: D o cu m e n t C o n tro l P ro ce ss 7. 1 4: R ec o rd K ee p in g P ro c es s 7. 1 5: P l an n i n g P ro c es s 7. 1 6: T ra i ni n g P ro ces s 2. 4 : P ro vi de Fi n an cial I n fo rm atio n 7. 1 7: I n tern al A u d i t P ro ces s 2. 5:M anage I n fo rm a ti o n S y stem s 7. 1 8: M an ag em en t R e vi e w P ro ce ss 7. 1 9: M o n i to ri n g & M e as u ri ng P ro ce ss 7. 2 0: N o n co n fo rm a n c e M a n a g em en t P ro ce ss 7. 2 1: C o n ti n u al I m p ro ve m e n t P ro ce ss 6. 1 : D e ve l o p O u tb o u n d L o g i s ti cs 6. 2 : C o n d u c t C u sto m er T rain i ng 6. 3 : R e sp o n d to I n fo rm a ti on R eq u e sts 6. 4 : R e sp o n d to C u sto m er C om pl ain ts 6. 5:H and l e W a rra n ti es & C l ai m s 6. 6 : C o n d u c t C u sto m er S e rv i ce C ro s s-T ra i ni ng 6. 7:C o l l e ct M o n ey 5. 1 : D e ve l o p P ro cu rem en t P ro ce ss 5. 2:P l a n fo r a n d A c q u i re N e ce ss ary R eso u rces o r In p u ts 5. 3:S chedu l e P ro d u c ti on 3. 8 : G en erate L ea d s 5. 4 : C o n ve rt R es o u rce s o r I n p u ts i n to P ro d u c ts 5. 5 : M a n a g e & D e ve l o p P ro d u cti on T ech n o lo g y 5. 6 : C o n d u c t P rev en tati ve M ai n ten a n c e 5. 7:M anage S up p l i ers 4. 1 : C o n d u c t M arke t A s se ssm e n t 4. 2 : D e si g n N ew P ro d u c t/ S e rv i ce C o n c ep t & P l ans 4. 3 : D e ve l o p P ro to typ e s 4. 4 : R e fi n e E xi sti ng P ro d u c ts / S ervi c es 4. 5 : L au n ch N ew P ro d u c ts & S ervi c es 4. 6 : D e ve l o p P ro d u ct S o u rci ng 4. 7 : M a n a g e P ro d u ct F o reca sti ng 4: P ro d u c t/ S e rv i ce D e si gn & D ev el o p m ent 5: P ro d u c ti o n & O p era ti ons 3: G a i n N e w B u sin e ss 3. 9 : D e ve l o p S al es P ro p o s al P re se n tatio n 3. 1 0: I m pl e m en t S a l es P ro ce ss 3. 1 1: D ev el o p O rd er A cc ep ta n c e P ro ce ss 3. 1 2: E n ter O rd ers i n to P ro d u c ti on & D el i v ery P ro ce ss 3. 1 3: P ro v i d e & C o n tro l S a m p les 3. 1 4: R ec ru i t S a les R ep s 3. 1 5: M an ag e S a l es R ep s 3. 1 6: Q u o te o n S al es 3. 1 7: M an ag e P ro d u cts (In v en to ry) 3. 6 : D e ve l o p A d ve rti sin g S tra teg y & B u d g et 3. 7 : D e ve l o p S al es F o rec as ts 3. 3:I d e n ti fy S p e ci fic T arg et C u s to m ers 3. 4 : D e ve l o p M a rk et M e ss ag es to C om m uni c ate B e n e fi t/I m ag e 3. 5 : D e ve l o p P ri ci n g S tra teg y 6: D el ivery & A fter S al es 2: I n tern al S u p p o rt 2. 6 : P ro vi de Fi n an cial C o n tro ls 2. 7 : M a n a g e C as h F l ow 2. 8 : M a n a g e P ro b l em S o l vin g & D ec i si o n -M ak i ng 2. 9 : D e ve l op I n te rn a l C om m uni c ati ons 2. 1 0: M an ag e Q u a l i ty S ys tem 2. 2 : R e co g n i ze & R e w ard E m p l o y ee P erfo rm a n c e 2. 3 : P ro ce ss A c co u n ti ng T ra n s ac ti ons 1: E xe cu ti v e P ro c es se s 1. 1 : D e ve l op Vi si o n & S trate g y 1. 2 : U n d erstan d M a rk ets & C u s to m ers 1. 3:A l l o c ate R es o u rce s (tim e, peop l e , m o n ey ) 1. 4:M anage F i nanci al R eso u rce s 1. 5 : D e si g n O rg an i za ti o n a l S tru ctu re & R el a ti o n sh i ps 1. 6 : S e t O rg an i za ti o n al G o a l s 1. 7 : M o n ito r D ep artm en ta l A c ti on Pl an s 1. 8:M anage I m p ro ve m en t & C h a n g e 1. 9 : M a n a g e E xtern a l R elati o n sh i ps 2. 1 : T rain E m p l o y ee s
2: Internal Support 2.1: Train Employees 2.2: Recognize & Reward Employee Performance 2.3: Process Accounting Transactions 2.4: Provide Financial Information 2.5: Manage Information Systems 2.6: Provide Financial Controls 2.7: Manage Cash Flow 2.8: Manage Problem Solving & Decision-Making 2.9: Develop Internal Communications 2.10: Manage Quality System 2.11: Manage Environmental and Safety 3: Gain New Business 3.1: Understand Marketplace & Customer Needs 3.2: Develop Market Strategy & Action Plans 3.3: Identify Specific Target Customers 3.4: Develop Market Messages to Communicate Benefit/Image 3.5: Develop Pricing Strategy 3.6: Develop Advertising Strategy & Budget 3.7: Develop Sales Forecasts 3.8: Generate Leads 3.9: Develop Sales Proposal Presentation
3: Gain New Business (continued) 3.10: Implement Sales Process 3.11: Develop Order Acceptance Process 3.12: Enter Orders into Production & Delivery Process 3.13: Provide & Control Samples 3.14: Recruit Sales Reps 3.15: Manage Sales Reps 3.16: Quote on Sales 3.17: Manage Products (Inventory) 4: Product/Service Design & Development 4.1: Conduct Market Assessment 4.2: Design New Product/Service Concept & Plans 4.3: Develop Prototypes 4.4: Refine Existing Products/Services 4.5: Launch New Products & Services 4.6: Develop Product Sourcing 4.7: Manage Product Forecasting
5: Production & Operations 5.1: Develop Procurement Process 5.2: Plan for and Acquire Necessary Resources or Inputs 5.3: Schedule Production 5.4: Convert Resources or Inputs into Products 5.5: Manage & Develop Production Technology 5.6: Conduct Preventative Maintenance 5.7: Manage Suppliers
6: Delivery & After Sales 6.1: Develop Outbound Logistics 6.2: Conduct Customer Training 6.3: Respond to Information Requests 6.4: Respond to Customer Complaints 6.5: Handle Warranties & Claims 6.6: Conduct Customer Service Cross-Training 6.7: Collect Money
7: ISO QMS Requirements 7.1: Quality Management Process 7.2: Resource Management Process 7.3: Regulatory Research Process 7.4: Market Research Process 7.5: Product Design Process 7.6: Purchasing Process 7.7: Production Process 7.8: Service Provision Process 7.9: Product Protection Process 7.10: Customer Needs Assessment Process 7.11: Customer Communication Process 7.12: Internal Communication Process 7.13: Document Control Process 7.14: Record Keeping Process 7.15: Planning Process 7.16: Training Process 7.17: Internal Audit Process 7.18: Management Review Process 7.19: Monitoring & Measuring Process 7.20: Nonconformance Management Process 7.21: Continual Improvement Process