Business Process Management
For every business there is a process in place. For some businesses, there are a number of laid down processes. These processes actually form the building units of the business which is pre-requisite to end results of the business. Zairi (1997) defined a process as an approach for converting inputs into outputs. Davenport (1993) defined process as a structured, measured set of activities designed to produce a specified outcome for a particular customer or market.W e need to realize that these processes might be performed routinely by members of staff of the organisation who are also the operators, without bearing the ultimate end results in ...view middle of the document...
(Harmon, 2003; Piam, 2002; McCormack, 2001; Schein, 1997; Davenport, 1993). Business Process Management should not however, be used to replace Business Process Re-engineering but rather to co-ordinate activities of re-engineering. Lee and Dale (1998) proposed that BPM is a relatively new field and according to (Davenport, 1993; Hammer and Champy, 1993; Hammer 1990, cited in Dale and Lee, 1998), a lot of attention had been focused on BPR, despite this fact BPR has failed to deliver the expected results, according to writers such as (Harrington 1998; Deakins and Makgill 1997; Malhorta 1996; Mumford and Hendrick 1996). From this argument, we deduce BPM model.
The objectives of this model will be to control, coordinate and structure processes by:
Setting principles to guide the processes, deadlines to meet processes, turn-around time to achieve a set process.
Close monitoring of processes which also includes reduction of costs, and sanctions to be meted out in the case of a failure to meet with the set processes.
Periodical performance measurement through appraisal exercises. This should immediately be followed by rewards and motivations for processes performed appropriately.
Creating a sort of "helpdesk" in the process management department to ensure that processes are uniform and consistent in all branches and business offices of the organisation. This portrays the organisation as having a standard and an identified brand in every office.
To achieve an overall effect of excellent service delivery and total customer satisfaction.
Zairi (1997) defined Business Process Management as a structured approach to analyse and continually improve fundamental activities such as manufacturing, marketing, communications and other major elements of a company's operations. These operations however, are customer focused which is the ultimate end result from the process management. Lee and Dale (1998) also suggested that the BPM is intended to align the business processes with strategic objectives and customers' needs. If the overall effect of the BPM model therefore is to achieve total customer satisfaction through an excellent service delivery, then it is important to note that BPM is a very critical factor in driving a business. It cannot be overemphasized that total customer satisfaction brings about customer loyalty which is alternate to the growth and profitability of the business. Maddern et al (2007).
EXCELLENT SERVICE DELIVERY
BUSINESS PROCESS MANAGEMENT
GROWTH AND PROFITABILTY
Now that the basics have been mapped out by the BPM department and their objectives clearly stated it is however important to emphasize that the BPM in itself is not the top management of the company/business but a department with the direct responsibility of ensuring processes yield customer satisfaction and profitability. The BPM itself should report to the top...