ERP/U1 Topic 9 Automation and Structuring of Business Processes
A management characterizes an organizational process structure focused on final delivery of products and services that are performed by processes along the value chain.
Thus, the purpose of the process structure is moving away from management based on separate departments, disjointed or hindered by the distance between hierarchical levels.
In the same way that a process must flow, avoiding bottlenecks and waste, seeking efficiency and effectiveness in an organizational process structure, the value created by the company is managed in a way that a process always delivers to the next step all that they need to progress efficiently.
Thus, an area or department will be responsible for a particular process from start to finish.
Determining factors of an organizational process structure
Some elements must be established to succeed in implementing an organizational process structure.
First, there must be a culture of processes installed in the company or, at least, everyone should be aware of what the business processes are. Moreover, it is necessary to have an objective consensus about the concept of the value of production within the company, as well as the delivery to the end customer.
Therefore, it is determinate to keep in mind the importance of carrying out each process with quality, make it clear what skills and knowledge are necessary to perform each process and realize that a process has an influence on others and can interfere with the results.
For all of this to happen in an organized manner, it is critical to formally define the owners of processes, document them properly, systematically and continuously make measurements of all of them and their results.
Only then can an organizational process structure be able to enable decision-making based on the performance of each process.
In this context, an agile BPM tool, that’s intuitive and brings more fluidity to communication and transparency to information is extremely necessary.
Functions of an organizational process structure
When defining an organizational process architecture, some tasks must be implemented in the company, check them out:
Sponsor process management
It is necessary that a member of the senior management of the company is responsible for sponsoring and encouraging process management. Among its functions, we can highlight:
- Defining the vision of process management.
- Encouraging continued improvement.
- Directing BPM initiatives.
It is the employee directly responsible for a process, its important to know who this is and how they perform.
Process Design Manager
In this case, the employee is responsible for conducting a process management project to make it better. It is subject to the decisions and guidelines of the process office.
This developer, as the functions name suggests, should be alert and always analyzing the processes and proposing improvements. His role includes giving full support to process owners, so they have all the necessary information and data that will help them make decisions.
With a broader view, the process architect has an important role in the organizational process structure; they should ensure that the architecture is maintained properly and within reference standards or even suggest changes and improvements that bring results to generate value for the company.
Unlike the process analyst, this employee analyzes the technology demands that the company needs to manage processes, seeking the most appropriate solutions.
They are experienced employees and should be closely linked to improvement initiative processes. Their role is crucial in helping the other professionals to have great knowledge about the business
An organizational process structure only works if the company understands the concept. Also, the company should ensure that they will not ignore initiatives, and they occur in a coordinated manner, with a common goal aligned with the top management of the organization.
For this, the process empowerment office can be an excellent addition to ensure the success of a process structured organization.