The growth in organizations adopting business process modeling techniques has grown considerably in recent years as business managers, process architects and process analysts seek to better understand, streamline and automate their business processes and communicate their needs to across the enterprise. Every day, kayzed helps organizations worldwide improve their core, operational business processes. Our leading, innovative solutions coupled with our modeling and collaboration platform enable organizations to capture, analyze, publish and improve their current business processes, and as a result increase levels efficiency and quality of service. With a profound reputation for delivering Business Process Modeling, we offer a highly effective./p>
Business process modelling
Business Process Modelling is a method for improving organisational efficiency and quality. Its beginnings were in capital/profit-led business, but the methodology is applicable to any organised activity.
The increasing transparency and accountability of all organisations, including public service and government, together with the modern complexity, penetration and importance of ITC (information and communications technology), for even very small organisations nowadays, has tended to heighten demand for process improvement everywhere.
Put simply Business Process Modelling aims to improve business performance by optimising the efficiency of connecting activities in the provision of a product or service.
Business Process Modelling techniques are concerned with 'mapping' and 'workflow' to enable understanding, analysis and positive change. Diagrams - essentially 'flow diagrams' - are a central feature of the methodology. .
While Business Process Modelling relates to many aspects of management (business, organisation, profit, change, projects, etc) its detailed technical nature and process-emphasis link it closely with quality management and the analytical approaches and responsibilities arising in the improvement of quality.
A Business Process Model (BPM) is commonly a diagram representing a sequence of activities. It typically shows events, actions and links or connection points, in the sequence from end to end.
Typically but not necessarily, a Business Process Model includes both IT processes and people processes.
Business Process Modelling by implication focuses on processes, actions and activities, etc. Resources feature within BPM in terms of how they are processed. People (teams, departments, etc) feature in BPM in terms of what they do, to what, and usually when and for what reasons, especially when different possibilities or options exist, as in a flow diagram.
Business Process Modelling is cross-functional, usually combining the work and documentation of more than one department in the organisation.
In more complicated situations, Business Process Modelling may also include activities of external organisations' processes and systems that feed into the primary process.
Purpose of business process modelling
A Business Process Model diagram is a tool - a means to an end, not a performance outcome in its own right.
The final output is improvement in the way that the business process works.
The focus of the improvements is on 'value added' actions that make the customer service and experience better, and on reducing wasted time and effort.
There are two main different types of Business Process Models:
· the 'as is' or baseline model (the current situation)
· and the 'to be' model (the intended new situation)
which are used to analyse, test, implement and improve the process.
The aim of modelling is to illustrate a complete process, enabling managers, consultants and staff to improve the flow and streamline the process.
The outcomes of a business process modelling project are essentially:
· value for the customer, and
· reduced costs for the company,
leading to increased profits.
Other secondary consequences arising from successful Business Process Modelling can be increased competitive advantage, market growth, and better staff morale and retention.
Adding value for the customer
Adding value for customers, whether internal or external customers, is at the centre of a Business Process Model. It starts with a customer need and ends with the satisfaction of that need. Unlike a workflow diagram, which is generally focused on departmental activities, a BPM spans departments and the whole organisation.
This point about customers being internal as well as external is crucial:
Staff are among the internal customers of modern right-minded organisations.
If you approach Business Process Modelling purely from a systems and 'things' viewpoint with a fixation on costs and profitability, and squeezing every activity to its theoretical optimum, then people (notably staff) tend to get squeezed too.
Organisations work well when people enjoy and support the processes that they are required to perform, and you will only add sustainable value for your customers, when you also add value for your staff too.
. component parts of a BPM
An 'as is' or baseline model gives an overall picture of how the process works, now. Any structural, organisational and technological weak points and bottlenecks can then be identified, along with possible improvements at the next stage.
You will need the following information before you start to construct your model:
· The desired outcome of the process.
· The start and end points (customer need and customer need fulfilment).
· The activities that are performed.
· The order of activities.
· The people who perform the activities.
· The documents and forms used and exchanged between functions and from customers and suppliers
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Business Process Improvement
Kayzed Solutions helps you gain:
offers project management expertise along with comprehensive knowledge of
quality methods and tools. Together, these enable us to design an integrated
approach to implementing solutions that match your needs and are aligned with
your business objectives and goals.
We provide leadership, facilitation and support in managing business improvement projects. Whether it’s large organizational improvements, focused analysis, or a specific issue, you receive the appropriate, cost-effective assistance.