Organizations have a lot of information associated with their business processes.

Some of this information comes in the form of document such as procedures, work instructions, training materials as well as lessons learned from past team projects, but other knowledge exists only in the minds of employees who design, direct or execute the processes every day.

In order to make continuous improvement a key element of the corporate culture, we quickly realize the critical role of knowledge and the recording of that knowledge.

Without a simple methodology for recording this knowledge, in the form of visual mapping of processes, the gains of continuous improvement are lost over time with the movement of employees or simply by the changes, for better or worse, that everyone brings all along.

With a simple and visual method like Business Process Modeling Notation (BPMN), it is possible to map processes to describe the knowledge associated with each key business process that is overseen by the different functions of the organization such as as operations, human resources, finance, sales – marketing, etc.

Then, these processes can be organized in an intuitive architecture specific to the company, following the “best practices”, and can be visible and accessible through the organization in order to be able to train all the staff.

From then on, it becomes easier to harness the collective intelligence of the entire team to improve these processes for even more effective execution: “continuous improvement”.

The top-level enterprise process architecture might look like this:








In each of these high-level processes, there are the key processes associated with the function. Here is an example of a description of a process (BPMN) under the HR function:









The main idea is to describe WHO (the role) is doing WHAT (the task) and HOW (the methodology).

In this way, we succeed in empowering the “collective intelligence” of the team without falling back over time in the gains that have been made.







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