This chapter simply focuses on the approach of doing things in a bid to give clients outstanding services. Notably, the genesis of all business activities is the supplier and the end receiver are the customers. Business processes range from simple to complex ones, such as company email delivery to a detailed process such as development of a new product.
Actually, the interconnected activities in an organization have one aim, getting the best results. The different processes are often integrated to achieve a goal in its entirety. The chapter serves as a revelation that, without a systematic approach a business cannot meet client needs (Hoerl & Snee, 2012). Whenever a mistake occurs in an organization, a follow up on the process will help to identify the department that failed. For instance, by applying a SIPOC model, the company manages to track all the activities, and measure performance (Hoerl & Snee, 2012). By so doing, a solution is found, and in future, a repeat of the mistake is avoided. Such a task would not be possible without following a candid process.
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Indeed, a business process is vital as it makes an organization dynamic in the way it does things. Companies that shun processes can hardly predict or determine what needs to be changed, and at what time (Hoerl & Snee, 2012). Such organizations end up ignoring customer feedback, and by the time they are improving the way of doing things, clients are long gone. An appropriate process compels a business organization to embrace benchmarking. That way, it is possible to tell whether the processes are within the standards expected in a given industry.
In overall, this chapter serves as a revelation that producing better business results is not a single event, but a series of inter-connected activities. Through a process, activities that do not add value to a business can be identified, and avoided altogether.
References
Hoerl, R. & Snee, R. (2012). Statistical thinking. Improving business performance. Hoboken, NJ: John Wiley & Sons, Inc.
