Process Management in Organizations

An organization has two kinds of basic activities: processes and projects. The former ones are repetitive activities and the latter ones are unique activities.

Ioji Akao concluded that the organizations dedicate 85% of their resources to processes, to daily activities oriented to the Mission, and 15% to projects, to the non-repetitive activities oriented to the Vision. Given that processes are the ones that generate the products or services of an organization and that they have to achieve satisfactory results for all stakeholders, it is very necessary to focus the attention on processes. ISO management standards (9001, 14001, 45001, 20000, etc.) formulate in their introduction the requirement of “process approach“.

A process is a homogeneous unit of operations that includes a set of repetitive activities aimed at generating added value for the process customer (internal or external). A process is an intellectual concept that does not physically exist, but the elements that constitute it clearly exist: the denomination, the procedures, the indicators, the documents, the staff team, the resources, etc. A process has to be designed, executed, reviewed and improved.

The interrelation among all the elements of the process and the interrelation among the other processes of the system require that, depending on the organization complexity, it is convenient to use a software to manage them.

An Integrated Management System for Quality, Environment and Occupational Health and Safety is an essential tool for improving companies competitiveness, including furniture manufacturers.

Enric Brull Alabart
PHD in Business Administration
Professor in the Master Course MGICMAS at the Rovira i Virgili University in Tarragona – Spain