Documenting Processes When Implementing a Process Approach in the Service Area

When implementing the process approach, one of the stages is the documentation of the processes. This is one of the main stages of implementation and in reality it is a very long and time-consuming process that requires a lot of time and effort. In any organization a huge number of processes and many of them are very ambiguous. This feature is different processes in the organizations of the service industry.

Consider the description and documentation of the processes of providing services on the example of a consulting company specializing in quality management and statistical analysis.

Various means can be used to describe and document the process of providing services: mapping relationships, flow charts, flow diagrams, process maps, network schedules , etc.

Before you begin drawing a detailed flowchart of the process, you often need to create a more general picture of who is involved in the process and how they interact with each other and with the world around them. This is especially important when a large number of participants are involved in the process. And in this case it can be very difficult to order the individual stages of this process. Drawing up a map of relationships is the first step in this work.

To determine the interaction, you need to clearly understand the process. For the process of providing services to a consulting company specializing in quality management and statistical analysis, the sequence of actions will be as follows:

1) the client makes an order for receiving the project in the consulting department, providing the information available to him;

2) the advisory department sends the order and information to the marketing and planning department;

3) the marketing and planning department analyzes the received data and requests the necessary data from the supplier, then develops the project plan and sends it to the client for approval, and then to the expert department;

4) the expert department, on the basis of the data obtained and the plan, develops a project mock-up that is approved by the client;

5) the approved mock-up is prepared for the finished project (expert department) and sent to the quality department for conformity assessment;

6) the quality department sends the completed project to the consulting department;

7) the consulting department provides the project to the client, who assesses the quality of the service;

8) if necessary, the finished project is sent for revision.

Thus, the process of providing the services of a consulting company specializing in quality management and statistical analysis fully corresponds to the PDCA cycle [3].

To build a relationship map, you need to determine the inputs and outputs of the process. In our case, the entrances can include: customers, employees, information resources, software products, infrastructure, office equipment, methods and techniques, new technologies. To the outputs - ready-made quality service (project, consultation, etc.), costs.

The next step in building a relationship map is to identify the participants in the process: customers, departments and individual employees, suppliers, i.e. All those who take part in or influence the process.

To determine the participants in the service provision process, it is necessary to analyze all the departments, resources, suppliers available in the company and select the necessary ones to participate in the process. Thus, the following participants of the process were identified: clients, consulting department, marketing and planning department, information providers, expert department, quality department.

After establishing the composition of potential participants in the process, it is necessary to determine the type of interaction between them. For this purpose, the system of arrows is installed.

Based on the above, a map of relationships is constructed.

So, proceeding from all the above, we can conclude that the process is a sequence of execution of functions (works, operations) aimed at creating a result that has value for the consumer.

Processes should be:

- continuous, consistent, documented,

- aimed at creating a result that has value for the consumer,

- controlled, that is, provided with points, methods and means of control,

- rationally built to exclude "returns" or superfluous and inefficient operations, - are equipped with information transfer channels, etc.

Speaking about the role of the process approach to the quality management system, it should be noted that the role of processes in any system is large enough. Since the QMS is an object of management - the enterprise must control all the processes associated with it.