{"id":305,"date":"2023-01-13T13:00:23","date_gmt":"2023-01-13T16:00:23","guid":{"rendered":"http:\/\/engenho.test\/2021\/04\/15\/aliter-homines-aliter-philoso\/"},"modified":"2023-01-13T13:15:30","modified_gmt":"2023-01-13T16:15:30","slug":"gestao-de-processos","status":"publish","type":"post","link":"https:\/\/grupoengenho.com\/en\/gestao-de-processos\/","title":{"rendered":"Process Management"},"content":{"rendered":"

Process Management<\/strong><\/h2>\n

Before we talk about Process Management itself, we need to know what a <\/span>process so we can discuss the definition, implementation mode and impacts of the <\/span>Processes Management.<\/span><\/p>\n

Process<\/strong><\/h3>\n

Process is a set of actions and related activities that are performed to achieve <\/span>a predefined product, result or service, is nothing more than a sequence of steps <\/span>of ordered steps that together result in the realization of a service or the production of a product. That <\/span>is, organizational processes are sets of activities performed by people or <\/span>equipment that involves the transformation of inputs to meet a specific objective.<\/span><\/p>\n

Process x Project<\/h3>\n

It is very common for people to confuse the concept of process with that of project. According to <\/span>the PMBOK (Project Management Body of Knowledge) best practice guide, a project is <\/span>a temporary effort undertaken to create a unique product, service, or result. <\/span>Projects and operations differ primarily in the fact that projects are temporary and <\/span>exclusive, while operations are continuous and repetitive. That is, projects have a defined <\/span>beginning and end and must deliver something new in the end, after all, a project is created so that the future state <\/span>is different from the current one. Processes are continuous and can be defined as a set <\/span>of activities sequenced and executed with the objective of achieving a result that generates <\/span>value, whether for a client or for another process. <\/span><\/p>\n

Processes can be divided into:<\/span>
\u25cf<\/span> Primary processes: they are fundamental processes for the organization and add value to the <\/span>
client;<\/span>
\u25cf<\/span> Support Processes: are support processes that add value to other <\/span>
processes (primary or support);<\/span>
\u25cf<\/span> Management Processes: they add value to other <\/span>
processes and direct and control the business<\/span>
Once we understand what processes are, we can move on to the topic of the article itself: <\/span>
Processes management. It is a concept that aims to optimize the results of <\/span>an organization by improving business processes.<\/span><\/p>\n

Process Management<\/strong><\/h3>\n

Definition<\/h3>\n

It's through process management that we are able to integrate activities from different areas, <\/span>teams and systems, optimizing the work of an entire organization. It is an alternative to the <\/span>traditional practice of companies to manage by departments and sectors that is being <\/span>increasingly popularized since, nowadays, the activities are hardly carried out by a <\/span>single area or a single group of people, on the contrary, we have the involvement of several <\/span>sectors.<\/span>
Process Management works with the aim of reviewing, improving and standardizing operations, <\/span>ensuring the effective participation of those involved (regardless of the hierarchical level) and <\/span>promoting commitment to service quality.<\/span><\/p>\n

Implementation<\/h3>\n

There are different methodologies to organize which are the phases of implementation of the <\/span>Process Management, however, in general, we were able to divide this cycle into six stages:<\/span>
1.<\/span> <\/strong>Planning: In this first step, the set of activities involved in the <\/span>processes, what is the objective of the process and what is its relationship with the strategy of the <\/span>company. At this stage, it is important to apply the Value Chain methodology, because with <\/span>it we managed to structure all the activities developed by the companies, aiming <\/span>to guarantee the maximum quality of service and product to the final customer, in addition to creating <\/span>competitive advantage in the market.<\/span>
2.<\/span><\/strong> Mapping: In this step, all the company's processes are mapped. <\/span>First, the processes are prioritized to direct which ones to start <\/span>the mapping. To carry out the mapping, the company can use some <\/span>tools, such as BPM <\/span>(Business Process Mapping<\/span>), that consists of <\/span>a tool for mapping the activities necessary for the delivery of a <\/span>product\/service. In this mapping, important information can be identified <\/span>about each activity, such as the time required to complete the activity, what <\/span>resource does it, what system is used, and whether the activity adds value, is incidental or <\/span>waste, among other information. Process mapping is important for <\/span>data collection, process knowledge and improvement survey.<\/span>
3.<\/span><\/strong> Design and Simulations: After designing the current flow (As Is), we identify all the <\/span>opportunities for improvement and then we design the future flow (To Be).<\/span>
4.<\/span><\/strong> Execution: Based on the experience gained in the simulation, the necessary adjustments <\/span>are made and the process begins to be exercised.<\/span>
5.<\/span><\/strong> Monitoring: New processes need to be monitored frequently <\/span>through performance indicators previously defined in the <\/span>planning. This phase is very important to know if the defined objectives are <\/span>actually achieved by the processes carried out.<\/span>
6.<\/span><\/strong> Improvements and Optimizations: Processes must be continuously monitored and <\/span>problematized, because analyzing the indicators of the previous stage we are able to <\/span>identify if the objectives are being reached and what are the main bottlenecks of the <\/span>process. So it is at this stage that the continuous improvement of the processes occurs.<\/span><\/p>\n

Impact<\/strong><\/p>\n

It is important to emphasize that the work of Process Management is never finished. these 6 stepsT <\/span>mentioned form a kind of cycle that is always in motion, making it fundamental, <\/span>as it allows the company to:<\/span>
\u25cf<\/span> Implement routines that promote the standardization of activities;<\/span>
\u25cf<\/span> Facilitate the relationship between different sectors of the company;<\/span>
\u25cf<\/span> Minimize errors and implement constant improvements in your activities.<\/span>
\u25cf<\/span> Facilitate the planning and monitoring of company processes;<\/span>
\u25cf<\/span> Grant simplicity, speed to activities and flexibility;<\/span>
\u25cf<\/span> Facilitate management through performance indicators;<\/span>
\u25cf<\/span> Provide operational cost reduction<\/span>
\u25cf<\/span> Provide product improvement<\/span>
\u25cf<\/span> Achieve organizational goals<\/span>
\u25cf<\/span> Gain productivity<\/span>
\u25cf<\/span> Gain efficiency<\/span>
So, in conclusion, Process Management creates a competitive differential for the business, <\/span>because if your company's processes are not properly managed, there will be a <\/span>negative impact on delivery to the consumer.<\/span>
With Process Management it is easier for the company to guarantee continuous improvement, which <\/span>aims to improve each process to achieve even better results. It is <\/span>extremely important that the processes are periodically reviewed in search of better <\/span>results, innovations and not just stop to look at them when they have a problem.<\/span><\/p>","protected":false},"excerpt":{"rendered":"

Antes de conversarmos sobre Gest\u00e3o de Processos em si, precisamos saber o que \u00e9 um processo para ent\u00e3o discutirmos sobre a defini\u00e7\u00e3o, modo de implementa\u00e7\u00e3o e impactos da Gest\u00e3o de Processos…<\/p>","protected":false},"author":4,"featured_media":957,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[1],"tags":[],"acf":[],"_links":{"self":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/305"}],"collection":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/comments?post=305"}],"version-history":[{"count":4,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/305\/revisions"}],"predecessor-version":[{"id":1018,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/posts\/305\/revisions\/1018"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/media\/957"}],"wp:attachment":[{"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/media?parent=305"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/categories?post=305"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/grupoengenho.com\/en\/wp-json\/wp\/v2\/tags?post=305"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}