Value-driven process management: using value to improve processes.
Every firm can be viewed as consisting of various processes. These processes affect everything that the firm does from accepting orders and designing products to scheduling production. In many firms, the management of processes often reflects considerations of efficiency (cost) rather than effectiveness (value). In this article, we introduce a well-structured process for managing processes that begins not with the process, but rather with the customer and the product and the concept of value. This process progresses through a number of steps which include issues such as defining value, generating the appropriate metrics, identifying the critical processes, mapping and assessing the performance of these processes, and identifying long- and short-term areas for action. What makes the approach presented in this article so powerful is that it explicitly links the customer to the process and that the process is evaluated in term of its ability to effectively serve the customers.
Melnyk
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SA
Michigan State University, USA.
Christensen
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RT
D003132:Commerce / Q000458:organization & administration*; D003258:Consumer Behavior; D017598:Efficiency, Organizational; D004864:Equipment and Supplies / Q000600:supply & distribution; D008330:Management Audit; D008421:Materials Management, Hospital; D017064:Process Assessment, Health Care; D011357:Product Line Management / Q000379:methods / Q000592:standards*; D017749:Total Quality Management / Q000379:methods*; D014481:United States