ABSTRACT
A process is a sequence of actions in a deliberate and logical order, or so we should hope, with a specified result in mind. This result is either an object or a service. Processes consist of actions that either create value or waste as far as the public is concerned. Whether it’s the production of peanut butter or a service rendered to a member of the public, employees must be able to rely on processes to carry out their tasks and create value for the “ customer.” One advantage of industrial production processes is that wastes are clearly visible. Everyone can see that a production machine has stopped or that there’s too much inventory in store. From administrative processes, the status is hardly visible; we are left wondering if there’s still continuity in the process or if everything has stopped, and how much of the “product” is still under way? Much of the process takes place inside people’s heads or with computers. As a result, it’s difficult to follow or measure the progress of an administrative process. However, it’s not impossible. To do this, two categories of process activities must be distinguished: (1) those that create value and (2) those that do not. Take the following situation:
You are driving along the freeway. Your fuel gauge tells you it’s time to get gas. You leave the freeway via the exit ramp to the filling station, where you park your car next to a gasoline pump. You switch off the engine, unbuckle your seatbelt, open the door, get out of the car, and close the door. You walk around the car to open the gas valve and screw off the top. You stick the nozzle in the gas tank and allow the fluid to flow into it. When your tank is
full, the pump switches off, and you can now replace the nozzle. Next, you close the valve and go inside to pay. Afterward, you get back into your car and drive off.
