Jesus Cabanas

Actions that occur on a scheduled basis and will produce a change or transformation of materials, objects or systems, including at the end of which we obtain a product. The design of a process should focus to provide the best results in terms of efficiency thereof; i.e., it must be designed so that the results obtained to consume the least amount of resources possible. Organizations establish processes to develop according to the goods or services that you want to provide to users, i.e. a telephone services company should establish processes focused on care and satisfaction of their users. A process can be defined as a set of activities linked together, on the basis of one or more inputs (input) transforms them, generating an output (outcome). The activities of any organization can be conceived as belonging to a particular process. In this way, when a client enters a trade to make a purchase, when you request a telephone line, a certificate of registration or the registration of a patent in the relevant register, processes whose results must be aimed at satisfying a demand are activating.

(Jesus Cabanas) From this point of view, any organization can be considered as a system of processes, more or less related to each other, in which much of the inputs will be generated by domestic suppliers, and whose results go often directed toward also internal customers. ( process management is understood easily by his overwhelming logic but it assimilates with difficulty by the paradigmatic changes that contains. Some differences between organizations by processes and traditional functional organization:-processes: from complex to simple – activities: from simple to complex. -Indicators: Performance or results. -Staff: From controlled to empowered.

-Steering: Driver coach/leader in any manufacturing organisation production processes are vehicles that allow the marketing requirements of users and their needs, are, according to Bufa and Sarin (1992: 22), means that enable transform inputs to take products and services useful as a result. But these means should be structured in a timely manner allowing to obtain the resource efficiency and effectiveness outcomes. Ways to manage the production process in the strategic context has taken dizzying steps, compared to traditional management, because it was based on the stability of the design of the product, where it was to introduce a standard in the market on which developed the production process that stabilized once sought economies of scale that allowed to reduce costs and win market shares, in a circle virtuoso he was interested in particular by innovation of process, reducing innovations in products or simple changes upwards (Lopez, 2001: 49). This approach places emphasis on the short term, while strategic management is permanently based in a flat organization, flexible, on the speed of technical changes, innovations, short of the products life cycle, the complexity of organizations, the multiplicity of the products offered to meet the needs of consumers, the search of custom complacency of customers, the value of the products as opposed to the cost thereof; by which becomes necessary to study the critical factors to allow management to ensure the potential sustainable success, making the changes necessary and relevant, establishing strategies that allow the search for synergy in relationships suppliers, processes, products and customers, and is way to achieve organizational objectives, i.e. with emphasis on the long term. ( Sources: different web pages.Notes of Chair process management, program quality and productivity, management Faces.