1. PROCESS MANAGEMENT

2. Part 1: Introduction CLIENTE CLIENTE AP D C entrada Asalida A AP DC Proceso A entrada Csalida C AP DC Proceso C CLIENTE CLIENTE retroalimentación Cliente interno entrada Bsalida B AP DC Proceso B requerimientos

3. 3 INTRODUCTION TO MANAGEMENT BY PROCESSES In order to be more competitive, companies are looking for new ways to organize themselves to increase their value and efficiency. Management based on processes is the business management trend in the coming years. GENERAL CONCEPTS ABOUT PROCESSES

4. 4 CURRENT SITUATION A large part of today’s organizations have organizational structures, with the following characteristics: Organization in functional departments Identification of individual tasks Control over individually accomplished tasks. High task specialization. Well-defined hierarchies Product prevails over customer Vision of company growth as an internal issue, not taking into account external factors.

5. 5 Disadvantages Lack of overview vision of tasks and objectives being carried out. Lack of coordination over the objectives of the different areas of the organization. Concentration of know-how and skills with a few persons within the organization. Poor flexibility towards making changes

6. 6 FUTURE SITUATION Customers are better informed and more demanding. Customer expectations and markets are changing Market requirements (legislation and private standards) are getting more demanding. Organizations need to adapt better to markets.

7. 7 WHAT IS A PROCESS? PROCESS CUSTOMERSUPPLIER Inputs Outputs Information Requirements The process crosses one or several functional organizational limits and affects several departments. Answers the question WHAT, not HOW. Any activity, or set of activities, that transforms inputs to outputs.

8. 8 Exercise Identify your main processes

9. 9 OBJECTIVE INPUTS OUTPUTS IMPROVEMENT RESOURCES GUIDELINES MEASURE CUSTOMER Process management Part 2 ELEMENTS OF A PROCESS

10. 10 BASIC REQUIREMENTS OF A PROCESS 1. Have a person in charge to ensure performance and efficiency. 2. Be able to meet the PDCA cycle (Plan, Do, Check, Act.) 3. Have indicators or targets to measure the performance of the process

11. 11 PRIMARY PROCESS Directly affects customer satisfaction and the organization’s financial efficiency. Those processes that handle the product or services to external clients. SUPPORTING PROCESS Processes that support the internal functioning of the organisation such as finances, technical support, management. These processes do no directly handle the product.

12. 12 ELEMENTS IN A PROCESS Objective: Identifies for what and for whom the process is executed, and how the process contributes to the overall quality policy. Targets: performance indicators of the process, annually reviewed for improvement. INPUTS: Requirements to carry out process activities and produce outputs. RESOURCES: Persons, materials, equipment, software, etc. OUTPUTS: Products; results received by customers.

13. 13 CONTROL SYSTEM: Measures or indicators on the operation and level of satisfaction, taken at critical points in order to assess its performance. CUSTOMER: Product/service addressee. SUPPLIER: In charge of supplying inputs. PROCESS LIMITS: Activities that mark the beginning and end of the process.

14. 14 Which processes should you have in place or For which processes do you carry the final responsibility to 1.Guarantee the quality of the product 2.Guarantee integrity of Organic certification 3.Guarantee integritity of FLO certification Are they included in your diagrams? If not, how do you control and guarantee the integrity of the systems? Exercise process selection

15. 15 Product Quality Service Quality Organic system integrity FLO Eurepgap / Utz Kapeh Coffee Practices Shade coffee Etc.ISO 9001 Internal Rules Production & humid processed Collection Processed Sales Administration Management & Organization Human Resources Quality Management (coordination)