Knowledge base

Describing Processes

Why do we describe processes?

When it comes to business optimization, studying why we define the processes is one of the essentials of improving the side of being more effective while guaranteeing the customer’s pleasure. So, let’s take a closer look at this issue and its reasons and significance for a few aspects of organizational management.

Value Clarification:

Once we start our travel to map existing processes, the discrepancy between what we envision and what we experience is often revealed. As a result of the two linked differences, seeing how processes actually move allows us to see the “value flow”. This portrays the process by which each action transforms into the services or outputs produced, which can be summarized as the term “customer-centric”.

Identify Ambiguities:

In Lean quality improvement projects, ambiguity is identified when it is presented in process descriptions.

  • How the process should ideally run.
  • Perception versus reality: How we think the process operates versus its actual execution.Understanding the ‘Value Flow’ within Lean methodology.

Ensuring Flow:

  • Assessing the flow of a process involves questions regarding the following aspects:
  • What is the next task?
  • Where does it originate?
  • How long does each step take?
  • What’s the subsequent destination?
  • When should it reach there?

Purposes of Process Descriptions:

1. Insight: Known roles, connections, adaptation necessity. Understanding before any changes can be passed to people.

2. Leadership: Key data that should be known to make a clear decision.

3. Communication: Procedure roles are documented before moving; continuity

4. Improvement/ Performance: Modifications for consumer satisfaction, internal improvements

5. Control: Screening process to find, monitor and build risk controls internally; understand what may be a significant concern beforehand

6. Certification: Quality standards, including ISO 9001, noted and documented to demonstrate level

7. Justify: Valid basis for regulatory and competitiveness between collaborative system structuring .

8. Information Supply: To describe what system needs are before putting in new methods of technology.


To conclude, process descriptions is not a matter of mere documentation; it is a strategic move to make the operations go smoother, secure compliance, and facilitate further development. Adhering to this strategy allows businesses to be more efficient, to ensure higher customer satisfaction, and to promote continued development.

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