Unsourced material may be challenged and removed. For example, taking orders from customers, and opening an account in business communication process & product pdf bank branch. Supporting processes, which support the core processes.
A business process begins with a mission objective and ends with achievement of the business objective. Business Processes can be modeled through a large number of methods and techniques. Smith described how the work was divided into a set of simple tasks, which would be performed by specialized workers. 240 times as many pins as they had been producing before the introduction of labor division. The appropriate level of task division was defined through experimental design of the production process.
In contrast to Smith’s view which was limited to the same functional domain and comprised activities that are in direct sequence in the manufacturing process, today’s process concept includes cross-functionality as an important characteristic. Following his ideas the division of labor was adopted widely, while the integration of tasks into a functional, or cross-functional, process was not considered as an alternative option until much later. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action.
Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers. This definition contains certain characteristics a process must possess. Following Davenport’s definition of a process we can conclude that a process must have clearly defined boundaries, input and output, that it consists of smaller parts, activities, which are ordered in time and space, that there must be a receiver of the process outcome- a customer – and that the transformation taking place within the process must add customer value.
Some processes result in a product or service that is received by an organization’s external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business. We call these support processes. The above definition distinguishes two types of processes, primary and support processes, depending on whether a process is directly involved in the creation of customer value, or concerned with the organization’s internal activities. According to Rummler and Brache, a typical characteristic of a successful process-based organization is the absence of secondary activities in the primary value flow that is created in the customer oriented primary processes.