Pen & Paper – Simple, yet always effective (and gives the eyes a break from the computer screen!) – grab a pen and paper and map your processes on a flowchart. There are a number of ways that you can do this: Then, of course, comes the more complex task of intertwining all of your processes to ensure that they are coherent and will result in productivity.
Strong management processes are the key to resilience within a business. It also means identifying potential threats or opportunities for your business too – perhaps seeing talent in one of your staff members, and recommending them for some training, or a new client that would result in a good deal for your business.Īlthough like supporting processes, management doesn’t necessarily generate direct income, they exist to optimise income opportunities and adapt the business when necessary. This means ensuring that the team is meeting targets, that the workplace is compliant and safe, and that concerns of employees are dealt with – among other managerial duties. This involves the planning, monitoring and general oversee. This is where the coordination of the above processes takes place. These are the processes that make it possible for the operational processes to be carried out effectively, and are either, or both: strategically important, and necessary. And the same for a cleaner, or someone who washes dishes, they may not bring in money with their role – but without them, you would certainly notice! They bring value – just not in the way of money.įor example, the payroll department doesn’t necessarily make you money – but without them, your employees wouldn’t be paid. This means they don’t generate income themselves but are there to serve the internal body of staff across the organisation. The things that work away behind the scenes to ensure the ship can keep on sailing – that’s the supporting processes. Supporting Processes - Secondary Processes Making sure your operational processes work together efficiently as possible should be a strategic priority. This might seem like it’s not an operational process, but it is, as it is linked directly to your end product. It’s also worth noting that there can be sub-processes too, such as storage. The tasks involved – buying in the produce from the supplier, packing into boxes, and delivering the goods to your customers - all of these are operational processes.
Get Started, Ask for an Invite Business Process Design - Three Types of Business Processesīusiness process design should structure business processes into three types according to Mark Von Rosing of The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. However, in this article, we will talk through the first step of business process design - categorising your processes into their types – which makes the whole process (of creating the processes) much easier. Once you’ve created your separate processes, the next step is to organise these procedures into a coherent manner – and this can be tricky, especially when seemingly-simple businesses implement a number of processes. So, take your time to ensure that each one adds the value you require to your business - whether this is a direct or indirect value. If you’re unlucky enough that your processes don’t work the first time, then there’s a good chance that you’ll be redesigning them. They are a crucial part of the business setup – and are the building blocks to an efficiently-run and productive business. Business Process Design (BPD) is creating or developing a process or workflow for a business completely from scratch.Ī process or workflow is, by definition, a sequence of repeated steps that an individual, or a team, must take on in order for the business to operate, achieve goals, and maintain a level of productivity.