Download the latest version here:
(21 day demo)



"A process-based management system should be a simple description of what an organisation does".

"Business processes have always existed because that is how an organisation operates from day to day".

"Processes have not replaced procedures".

Processes
A common (but confusing) definition of a process is "a sequence of related tasks and decisions which act on inputs by adding value to create outputs. It uses resources and is subject to controls".

Some definitions suggest that "inputs" are transformed by the process but "resources" are left intact. Yet examples given of inputs are "methods" and "operations" which patently still exist the next time the process is followed.

Our approach takes a different view of management and of compliance. Rather than merely setting out to comply with an external standard (perhaps because you fear that you will lose potential customers if you are not certified, we believe that you should start by looking at what you do now, how you do it and how you can improve. This means taking a "systems" or process-based view of your business.

We find that the "traditional" definition of a process is confusing at best and ignores some essential elements that are key to successful (process) management. The definition is rooted in the same manufacturing or continuous production background associated with ISO9000:1994, which caused the service sector such difficulty in interpretation.

Forget about "transforms an input by adding value to create an output". In particular, forget about "inputs" and "transformations" - they are concepts that get more confusing the more people try to define or explain them.

For example, "an input is transformed but a resource is left intact" - but "staff" and "equipment" are then given as examples of both. Or "a methodology is an input" - which implies that after you use it once, you've lost it (since it will have been "transformed").

One of the key questions asked in process improvement initiatives ("does this step add value?") actually contradicts part of the definition "an input by adding value to create an output". The implication of added value (or even of transformation) is no more justified than Integrated Management's claim to "achieve optimum use of resources".

The intention is worthy, but by no means all processes have been defined efficiently or are managed well, nor are all staff aware of and focussed on achieving the process objectives.

Next (Our Definition ...)