1. SABA ÇAĞLA YAMANER EMİNE BETÜL OTCU
PROCESS MANAGEMENT
SABA ÇAĞLA YAMANER
EMİNE BETÜL OTCU

2. What is Process Management?
Process management is an approach for planning, controlling, and improving the primary processes in an organization by using permanent process teams.

3. The distinguishing features of process management are;
Emphasis on customer needs rather than functional needs.
Focus on a few key croos-functional processes.
Process owners who are responsible for all aspects of the process.
Permanent cross-functional process teams responsible for operating the process.
Application at the process level of the trilogy of quality processes-quality planing, quality control, and quality improvement.

4. The Basic Schema of Process
INPUT
PROCESS
OUTPUT

5. Road Map for Process Management
Initiate Business Process Quality Management
Select processes
Identify owners and teams
Phase 1
Planing
Phase 2
Transfer
Phase 3
Operatioanal management
Process definition
Customer needs and process flow
Process measurement
Process analysis
Process quality control
Process quality improvement
Periodic process review and assessment
Planning for implementation problems
Implementation action planning
Plan deployment

6. CLASSIFICATION PROCESSES
Processes, organizations can be classified according to severity.Conducted to fulfill the mission of an organization's processes, 'the importance of processes is called. Processes, 'simple' or 'complex' can be classified as. In addition, operational processes, support and management processes can be classified as:

7. 1. Operational Processes: Direct the organization's external customers to the demands begin. Foreign customers will result in the introduction of the product or service. 

8. 2. Support Processes: the company-wide in order to ensure optimal use of resources under the same roof is collected in different areas of expertise. For example, human resource management, financial resources and management, information resources management, management support processes in stationary sources.

9. 3. Management Processes: the activities of all the processes by which planning processes in line with the same goals. For example, planning, monitoring and reporting processes, management processes.

10. ELEMENTS OF PROCESS
Process elements are taken into consideration during the definition process. Elements of the process, Suppliers, Inputs, Outputs, Customers, Process Owner, Technicians, Operations,Start and End point.

11. Suppliers
Inputs
Activities
Outputs
Customers
Process Owner
Process Improvement Team

12. SELECTION OF PROCECESSES
Organizations have many important cross-functional processes. From these, upper management should select a few primary processes for the process management approach. The processes selected should,of course,be aligned with the organization mission, strategic plans, and key business objectives. The selection of the processes is based on the critical success factors of the organization, the few events that must occur for the organization to be successful.

13. ORGANIZE THE PROCESS TEAM
After selecting the processes, the quality council appoints a process owner who is responsible for all aspects of process performance. Specifically,
Be responsible for making the process effective,efficient, and adaptable.
Schedule , set agendas, and conduct process team meetings.
Establish cooperative working relationships among all functions contributing to the process.

14. Guide the process team in analysing the current process and achieving improvement.
Make assigments to team members.
Resolve or escalate issues that may hinder improvement.
Assure that team members receive training in process management.
Manage the implementation of process changes.
Schedule process reviews.
Report progress of the process team to the qulity council.

15. EXAMPLE OF PROCESS MANAGEMENT
Initial manual process (14 weeks)
Salesperson
BRANCH
HEAD-
QUARTERS
REGİON
CONTRACT
MANAGEMENT
SEQUENTİAL
APPROVALS
(28)
BRANCH
CONTRACT
MANAGEMENT
Customer

16. EXAMPLE OF PROCESS MANAGEMENT
Redesigned electronic process (17 days average)
Salesperson
BRANCH
HEAD-
QUARTERS
REGİON
CONTRACT
MANAGEMENT
Delegated
MARKETİNG
Review Boards
BRANCH
MANUFACTURİNG &
DEVELOPMENT
CONTRACT
MANAGEMENT
Customer

17. EXAMPLE OF PROCESS MANAGEMENT
Note that the consumer’s request for a quotation was received at a branch office, traveled through various offices at different locations, and required 28 sequential approvals before the decision was given to the branch office, which notified the costumer. Typically, customers waited 14 weeks for a quotation, and only 20% of these quotations resulted in firm sales order.

18. Analysis of the process revealed that much of the delay was due to nonconformance to internal customer requirements on the format and content of the proposal for the external customer. A redesigned elecronic process eliminated many reasons for internal delays. Also, separate procedures were created to handle the ‘’vital few’’ and the ‘’useful many’’ customer requests, with authority delegated to regional offices to make final decisions on the useful many. Finally, two review boards were set up to break the bottleneck of the 28 sequential reviews. The cycle time required to respond to the customer was reduced to an average of 17 days (later refinements achieved further savings). This shortened response time was instrumental in raising the yield of firm sales orders from 20% to a solid 60%.

19. TANKS FOR LISTENING