Managing business processes driver#
Managing business processes series#

Second, he instructs the driver to take half the supplies from the “untouched” vending machines and move them to the empty machines.Īfter collecting data for two months, John makes his changes. First, he instructs the company receptionist to call the managers of these truck stops at noon each day for a status on the supply levels of the vending machine. John, not wanting to “leave revenue on the table” makes two initial decisions. Clearly, changes need to be made, but without additional data John could make changes that neither serve his customers - the truck stops’ and their customers - nor his driver.

Further the driver routes are set and have not changed for many years.

The current scheduling process allows for restocking these truck stop vending machines on Mondays only. As John has requested, she informs the route and scheduling manager. After the driver completes her circuit, she notes that two of the machines are completely empty, four of them are partially full, and two appear untouched. Every Monday morning a driver makes rounds to the different truck stops to fill the vending machines.

Managing business processes series#

Over the ensuing years, Acme grew into an organization with more than one hundred vending machines located in offices, laundromats, truck stops, and community recreational areas.Ī series of events with one of the truck stop vending machines prompts John to think more deeply about his new business. The company started with three vending machines. was started by its original owner in the early 70’s. John is the new owner of a vending machine business. The discussion below describes a real, and reasonably simple, operational example of managing by process. The organization is disciplined in its continued and consistent use of data for determining where and when process change and recalibration is necessary.Ī flexible organization examines its processes and makes changes (or not) based upon what the data indicate, instead of relying upon anecdotal or “one off” incidences. When an organization is committed to managing by process, it has not only defined its core processes, but also measured its processes’ inputs, outputs, and results. Managing by process is a dynamic endeavor - a mindset - that requires discipline and flexibility.

Building and maintaining a methodology that enables repeatable results.

Focusing on organizational processes as opposed to employees’ tribal knowledge.

Steering, monitoring, and adjusting processes based upon events, triggers, and performance indicators such that they align with the organization’s goals, practices, and strategy.

Yet, those same experts voice common threads of agreement. “Most organizations don’t understand managing by process…they approach it in a vacuum, disconnected from the most important goals of a company and other key practices that support a company's strategy.” “It becomes a strait jacket that inhibits improvement and innovation.” Ask senior BPM professionals what “managing by process” means and you will receive a variety of responses.