Designing Business Processes

One of the most challenging aspects of business is developing structures that enable the service and/or product to be completed in the most efficient, consistent and effective manner. These structures or ‘processes’ are the backbone of the company as they provide the blueprint for the business itself.

Designing processes is often tedious and may fall to the wayside due to day to day demands. Businesses that are successful recognize the value in not only designing but evaluating and refining their processes. Small business owners may not devote adequate attention to this area which can lead to a sense of ‘recreating the wheel’ or, worse yet, never knowing what are and aren’t working.

The processes that the company develops are considered the link between organization and individual performance. The processes offer the greatest opportunity for improvement as employees cannot improve their personal performance if poor or inadequate processes are in place. As I mentioned earlier, the more successful a company is the more dynamic are their processes which should take into account feedback from the staff that are directly involved.

Since processes are the vehicles through which work gets produced, goals must be set for each one. A process must be structured (designed), logical, and streamlined in order for goals to be effectively and efficiently achieved. A process also must be followed with consistency; this is essential not only for production for the service/product but also to ensure quality and customer satisfaction.

Any time a process is in place it is possible to gain clarity on factors that would otherwise be anecdotal or unsystematic such as: The interconnectedness of group performance on subsequent groups and individuals.

The obstacles which adversely affect performance.  

Other problems which are highlighted through analysis of the process itself and, therefore, can lead to ‘in time’ solutions.

The ongoing management of the multiple processing in any company includes:

Monitoring the outcome or goals.

Soliciting feedback from staff and external customers to improve systems. This may include the outcome (product/service) of the process as well as the steps themselves.

Creating the tools and environment for success to occur. Being understaffed or inadequately financed is sabotaging to any process.

Managing the less structured time inherent in process itself as well as the steps of the process. Any and all systems can benefit from close examination and re-design without removing the human element which is unique.

The best laid plans may not result in satisfactory outcomes. Close observation will illustrate where the process is breaking down and/or where the staff is not following the process. Your business will benefit from the systems you create. Be careful and comprehensive in design, training of staff, and monitoring for problems. Processes must be dynamic and responsive to the customer, the market and changing work environment.