By Anthony Woollacott at November 13 2018 23:10:09
The key to process improvement is to clearly communicate process definitions (the way in which the company wants the processes to be carried out) to the people in charge of their execution (through training, process descriptions publication, etc...). The better process participants understand the process definition, the higher the probability that the process is carried out according to it. They are better implemented through obtaining buy-in than through imposing directives.
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What's a flowchart? A flowchart can be defined as a graphical representation of a sequence of operations or steps. In other words, it's an illustration of the various steps involved in a project or process. Typically, a flowchart consists of a number of boxes, arrows, and text that combine to form a sequence. Why create a flowchart? The purpose of a flowchart is to show the various steps of a process in a snapshot. By looking at the flowchart, the viewer should be able to identify the various steps involved in the process.
It is extremely important to continuously improve knowledge processes, by creating an environment through which they can evolve. This can only be achieved through coordination of diverse disciplines such as knowledge management, change management, expectations management, etc... It is crucial to establish an adequate process context (the combination of technologies, procedures, people, etc... that support the processes). The process context must incorporate feedback mechanisms, change evaluation procedures, process improvement methods and techniques and must be flexible, in order to be able to incorporate enhancements in an agile but controlled way.
All process instances are executed in a very similar way and it is easy to draw a flowchart detailing the sequence in which tasks are executed. It is also possible to formalize the business rules that guide decisions, normally based on the evaluation of some process variables. But recently other kinds of processes have caught the attention of process management specialists. They are known as knowledge processes, or knowledge-based processes. Knowledge processes can be defined as "high added value processes in which the achievement of goals is highly dependent on the skills, knowledge and experience of the people carrying them out". Some examples could be management, R&D, or new product development processes.
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