The People, Processes, System Approach
By John R. Broomfield

Thus far we have examined the people and process parts of the people>processes>system approach to developing a process-based management system so it can be used to add value faster and prevent loss sooner.

Here we are studying the parts of the system.

A system is nothing more than parts working together. Our bodies and our cars are both systems. Here we are concerned with systems that enable teams to meet their objectives. These systems comprise:

Policy and objectives

These are system drivers. Policy can inspire and direct the team; objectives direct the system and each of the processes within the system. Policies and objectives can also connect the system with the outside world.

Organization, responsibilities and authorities (including hierarchy)

The team needs to know who is responsible for what. If a responsibility is shared it has not been effectively delegated. Many of the responsibilities will be shown in the manual, procedures and instructions within the system. Others may be depicted in charts and brief job descriptions and avoid repeating other system documents for ease of upkeep. Ensure authority is matched with training and capability sufficient to effectively fulfill responsibilities.

Interacting processes

An organization?s processes are intertwined, interdependent and difficult to decipher. Some processes add value and some do not. Some are obvious in the way they add value and others are very subtle. Every process can be classified as an asset or liability. At first our clients prefer to think in terms of core process as everything directly to do with the core process of:

Getting work>Doing work>Getting paid TM

This core process may start with strategic planning (although many start later with marketing and selling) and finish with the cash appearing in the bank account. Support processes sustain the core process and these include in many cases: recruiting, training, auditing etc. Consider two or three layers of process definitions as procedures (for teams) and instructions (for individuals) for example.

Data

Data (or records) are kept so they can be analyzed to create information > knowledge > wisdom for intelligent decision-making by humans. Data is the predecessor of wisdom. Properly managed data are becoming an appreciating asset. They may never appear on a balance sheet. Such data may, however, is one of the hidden forces behind stock value.

Watch for installment 4 where we examine how leaders demonstrate their commitment to requirements for the system to work effectively.

Company Name: Quality Management International, Inc.
Website: http://www.aworldofquality.com
Author: John R. Broomfield
Address: PO Box 271
City: Exton
State: PA
Zip: 19341