Overview
A process is a set of related activities that use inputs to produce a result. The process approach treats these activities as an integrated system, not isolated tasks. Leaders define how flows connect, manage risk in each step, and check results against objectives. This mindset underpins modern quality management and creates predictable outcomes.
Core principles
Outcome first
State the customer, the promise, and the test for success. Remove steps that do not move the outcome.
Flow over fragments
Design the end-to-end path. Fix handoffs, queues, and unclear approvals before tools enter the picture.
Evidence in the flow
Place controls and records at the step that uses them. Keep one source of truth for daily and month-end views.
Standards & notation
Process approach (ISO 9001)
Define processes, their inputs and outputs, interactions, and risks. Manage the system with plan-do-check-act and risk-based thinking.
Frameworks
Use a common taxonomy to name work. A cross-industry framework helps teams compare and benchmark processes across functions.
Mapping standards
- BPMN 2.0 to model flows, gateways, and events.
- SIPOC to set boundaries (Supplier, Input, Process, Output, Customer).
- Swimlanes and RACI to show roles, handoffs, and decision rights.
Improvement methods
Lean
Specify value, map the value stream, create flow, pull work, and pursue perfection. Remove waste in time, motion, and inventory.
Six Sigma (DMAIC)
Define, measure, analyze, improve, control. Use data and cause-effect logic to cut variation and defects.
Theory of Constraints
Identify the system constraint, exploit it, subordinate other work, elevate the constraint, then repeat. Protect flow at the bottleneck.
Measurement & economics
Flow metrics
- Cycle time, wait time, and throughput.
- Work-in-process and on-time completion.
- First-pass yield and error rate.
Cost & value
- Cost per unit/case and rework cost.
- Capacity unlocked by time reduction.
- Return on change (savings, risk, service).
Rules of thumb
Short queues improve lead time. Clear ownership improves first-time-right. Standard work reduces variance. Track the few metrics that drive decisions; assign owners for each.
Data & process mining
Event logs from systems reveal actual paths, not just the intended design. Mining techniques reconstruct flows, show variants, and quantify rework. Leaders use these findings to target redesign, test controls, and monitor drift after changes go live.
Practical use
- Baseline cycle time and variance across variants.
- Locate bottlenecks and rework loops by frequency and delay.
- Track conformance to the target model over time.
Operating model
Roles & cadence
Define who decides, who approves, and who monitors. Run short daily standups for flow and a weekly review for trends and fixes. Keep a month-end readout that matches daily facts.
Controls & evidence
Place controls at the step where risk occurs. Store evidence in the system of record. Test controls on a schedule; close issues on time.
Artifacts
- Process maps with control tags and RACI.
- Playbooks and SOPs tied to maps.
- KPI board with targets, owners, and thresholds.
Pitfalls to avoid
Automating a bad design
Fix the flow first. Bots cannot mask poor handoffs or unclear approvals.
Parallel truths
Ban shadow spreadsheets and duplicate rules. Keep one logic path for daily and month-end.
Too many KPIs
Track the critical few. Assign owners. Act when thresholds break.
90-day starter
Days 0–30: Baseline
- Pick one flow with clear value and pain.
- Map current state; set KPIs and control tests.
- Stand up a simple board and daily standup.
Days 31–60: Redesign
- Remove handoffs and rework loops.
- Right-size approvals; write SOPs and playbooks.
- Draft a light tech plan if needed (workflow/integration).
Days 61–90: Prove & lock
- Run pilots; track cycle-time and defect deltas.
- Install control cadence; close gaps.
- Publish the scale plan and retire old steps.
Build one clear way of working. Then scale it.
Ask for a compact Process 101 starter pack—maps, SOP templates, KPI board, and a 90-day plan.