This is where the coordination of the above processes takes place. These are the processes that make it possible for the operational processes to be carried out effectively, and are either, or both: strategically important, and necessary. And the same for a cleaner, or someone who washes dishes, they may not bring in money with their role – but without them, you would certainly notice! They bring value – just not in the way of money.įor example, the payroll department doesn’t necessarily make you money – but without them, your employees wouldn’t be paid. This means they don’t generate income themselves but are there to serve the internal body of staff across the organisation. The things that work away behind the scenes to ensure the ship can keep on sailing – that’s the supporting processes. Supporting Processes - Secondary Processes Making sure your operational processes work together efficiently as possible should be a strategic priority. This might seem like it’s not an operational process, but it is, as it is linked directly to your end product. It’s also worth noting that there can be sub-processes too, such as storage. The tasks involved – buying in the produce from the supplier, packing into boxes, and delivering the goods to your customers - all of these are operational processes.

The customer service and support you offer – even after the saleįor example, let’s say you are a local greengrocer who delivers vegetables to your community.

The marketing of the above product or service.

The development or creation of the final product or service.

In general, if your process falls into one of the below categories, it can be classed operational, or as they are sometimes affectionately called, a part of ‘the value chain.’ Outputs include the final product or service, and the resulting level of customer satisfaction. Inputs include things like: labour, raw equipment, and money. To find your operational processes, ask yourself, ‘ how does, or will, your business generate income?’ It is the procedures and tasks that play a direct role in the production of outputs – from the inputs - that are the operational processes.

Get Started, Ask for an Invite Business Process Design - Three Types of Business Processesīusiness process design should structure business processes into three types according to Mark Von Rosing of The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM. However, in this article, we will talk through the first step of business process design - categorising your processes into their types – which makes the whole process (of creating the processes) much easier. Once you’ve created your separate processes, the next step is to organise these procedures into a coherent manner – and this can be tricky, especially when seemingly-simple businesses implement a number of processes.

So, take your time to ensure that each one adds the value you require to your business - whether this is a direct or indirect value. If you’re unlucky enough that your processes don’t work the first time, then there’s a good chance that you’ll be redesigning them. They are a crucial part of the business setup – and are the building blocks to an efficiently-run and productive business. Business Process Design (BPD) is creating or developing a process or workflow for a business completely from scratch.Ī process or workflow is, by definition, a sequence of repeated steps that an individual, or a team, must take on in order for the business to operate, achieve goals, and maintain a level of productivity.

Business process modelling principles