What is process management and how does it apply in practice?

A good strategy is essential for any company determined to invest in each stage of its production chain. In this sense, it is essential to implement a methodology for process management – a determining factor for obtaining solid and robust results and for a perception of value in the market.

Throughout this article specially designed on the subject, we will cover all the main points about process management that you need to know, from its concept, through its differences in relation to the processes management, to the details of its application, so you can improve the planning and execution of your company's strategies. 

So stay with us and happy reading!

What is process management?

We can define the concept of process management as a strategic management practice less focused on the company's departments and functions, and more focused on a character approach creative and innovative, in which the processes themselves are prioritized towards the goals of the areas of the organization. 

It is, therefore, a more modern and horizontal management model, which, although still little applied by companies in general, has been gaining increasing notoriety and gradually conquering its space in the market.

Understanding each process as something particular, and designating a special manager for each one of them, activities are developed with flexibility, agility and creativity.

In fact, there has been an exponential improvement in the levels of cooperation, communication and productivity between teams, since, operating in an integrated, objective and innovative way, solutions are more easily achieved.

However, as much as this management modality may represent the ideal scenario for any enterprise, it is also a fact that, being still a novelty among market practices, its full application still offers challenges to companies that, eventually, propose to adopt it in their management practices.

One of the main difficulties encountered by the most diverse organizations is to understand that, although management by processes prioritizes the focus on processes, and not on sectors, the dynamics of departmental relationships are not completely abolished.

On the contrary, management by processes has, as one of its objectives, to integrate and expand the actions of each specific department of a given company, so that the different sectors adopt a less individualistic approach and with more attention from one to the other. others.

Process Management and Process Management: What's the Difference?

Within the corporate world, it is quite common for the two terms to be treated as synonyms. However, this is a somewhat mistaken perception, since, in practice, the difference between both methodologies is evident.

Basically, process management, unlike process management, is widely used in the business environment, being the basis of the management culture of the overwhelming majority of organizations operating in the market.

so it is the big difference between process management and process management: while the first is characterized by its horizontal nature and focused on processes in a particular way, the second manages the most diverse processes of an organization in a departmental and vertical way – here, all processes are developed and improved within their respective sectors.

The great risk of process management lies in the risk of compromising the integration between the departments of a company, hindering the conduct of the work - therefore, vigilance is necessary so that what should promise solutions does not end up causing problems.

However, it would not be entirely correct to point out process management as superior to process management, since the former, when properly applied, naturally encompasses the latter – although the opposite does not happen.

Therefore, management by processes must be considered as a matter of natural evolution of a methodological practice, which, increasingly, has been gaining more and more space, even among smaller companies or with a family and conservative profile.

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What are the types of process management?

Analyzing different companies and their respective organizational charts, we can observe an infinity of different models of management by processes, among which four stand out as the main ones. Next, we will talk about each of them.

1. Mapping

A fundamental practice for the knowledge and understanding of the entire production chain of a company, process mapping makes it possible to identify the most relevant steps throughout the production routine, reducing or even extinguishing the little relevant steps, and reconfiguring the way in which the production process is designed.

By highlighting the main tasks related to the mapped processes, as well as their respective limitations, it is possible to focus on improving the steps that most contribute to the company's workflow. 

Likewise, it is essential for a good mapping that the results of each process are duly recorded, as well as the evaluations of each stage developed.

2. Tempo

Time management is essential for organizational processes of a company. 

By managing time correctly, work flow control is obtained and objectives are achieved in a forceful and precise way, which increases productivity, satisfaction and individual performance of all those involved - being therefore essential also in what refers to people management.

For effective time management, it is strongly recommended to use schedules for each activity developed, so that you can plan them all and organize them according to the priority level of each one.

Time management in a company also extends to the planning and management of meetings, so that unnecessary meetings or excessively extensive conversations do not waste time that could be better spent in the practical accomplishment of necessary activities.

3. Continuous improvement

Understanding that new opportunities for improvement can arise at any time, the concept of continuous improvement, also known as Kaizen, involves the entire team and offers good results, especially with regard to the transformation of the company's internal culture, contributing to the reduction of of costs in general. It is important that continuous improvement is addressed at all levels of the company, from the operational base to top management.

4. Quality

When managing a company's processes, one cannot neglect the issue of Quality management of the products or services offered. 

In this sense, the Standard Operating Procedure (SOP) must be observed as a vital parameter for conducting the production process towards results that offer satisfactory and standardized quality.

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The five practical steps of process management

Okay, after reading this article, you understand the issue of process management in another way, and you are determined to apply it in your company. To help you, we have highlighted five main steps that will serve as a guide for you to gradually but effectively implement this management model in your company.

Step 1: General Process Mapping

Drawing up the general map of the processes is simply essential for a manager to know the company. And, since without knowing the company well, there is absolutely no way to manage it, the importance of this stage becomes evident.

Here, all the patterns, as well as the main management tools, will be defined based on the main characteristics and attributes inherent to the business processes, serving as a basis for all subsequent steps.

Step 2: Identification of customers

As important as knowing the company is to efficiently identify the customers of the process. It is through interactions with the public that the perception of the brand's value occurs in front of those it proposes to conquer. 

Who is the customer? How does he fit into the process? What are your expectations? How is your feedback given? The more attention paid to these and other essential questions, the closer the company gets to its target audience.

Step 3: Performance Indicators

Being very direct, without control of what happens, there is no successful management. Therefore, management by processes requires the solid use of performance indicators. 

It is essential that all procedures, performances and results are rigorously monitored and evaluated so that there can be constant improvement.

Step 4: training

It is evident that a significant change in the procedural management of a company naturally implies new practices and a change in the organization's internal culture. 

For this, the entire posture of the business and the team needs to be updated, and, in this sense, it is essential to invest in understanding, adapting and engaging the team with the proposed transformations.

Step 5: Identification of Results

The final step is to analyze the results and identify everything that is or is not working in the process in question. All failures and pending issues need to be pointed out, without ceremony, so that efforts can be made to ensure that they do not recur. 

Equally, affirmative results also need to be highlighted, so that they not only maintain quality, but can constantly improve.

It is important to remember that these stages are cyclical: it is important to be constantly aware of all of them, since the processes do not interrupt and that everything is constantly changing, and therefore requiring adaptation.

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