ABSTRACT
A process can be defined as a series of activities performed in a predetermined order, intended to bring about a specific result. Most processes of interest are not one-off but are instead performed repeatedly. Detailed description of a process requires examination of its activity chain, activities, a supporting information system, process control mechanisms, and process development. These are briefly described as:
Activity chain is a sequential portrayal of the most important process tasks. A macro-level view of an activity chain is essentially a map of major steps, whereas a micro-level view is a highly elaborated one that provides clear instructions for performing each activity in the chain.
Activities are tasks carried out by people or technology that require certain inputs from suppliers to the process in question, and for which there is an intended outcome that is then directed to a customer, whether internal or external. This is analogous to the familiar SIPOC model wherein suppliers provide inputs that are then transformed by a process/activity into outputs that are then delivered to a customer (Edgeman, 2011).
Information systems support completion of activities.
Process control addresses ongoing monitoring of process performance so that emerged or emerging need for triage can be identified, resources dedicated, and— over time— the process can be improved.
Process development, that is, evolution and improvement, can be accomplished via application of, e.g., the Plan– Do– Study– Act approach wherein once the process is demonstrated to behave in a stable manner, a change intended to simplify the process or improve 48its performance can be planned, then done. Often this is done on a pilot study scale, followed by a study of results of changes made. Subsequently, the change can be acted upon, which will often translate to full-scale implementation of the change if it has proved to be sufficiently beneficial (Moen and Norman, 2010). Numerous formal alternatives to PDSA that are common elements of the Lean, Six Sigma, and quality management batteries of methodologies are available, among which are failure modes and effects (FMEA) analysis (Gilchrist, 1993), but many of these are more detailed in nature and often require greater and more specific expertise if they are to be fruitfully applied.
