For example, processes with “higher complexity” are said to be harder to standardize, processes which are “interdependent” require more detailed planning, and processes with low “variability” can be supported more cost-efficiently with enterprise systems. In the academic literature, however, the differences that make up “process variety” have not yet been conceptualized in a consistent or systematic way. These frameworks are widely adopted in practice. Text- and management handbooks for process management speak of primary versus secondary activities or core, management, and support processes. To absorb these differences, practitioners use simple frameworks to classify their processes. Procurement is different in many ways from order fulfillment. This is quite intuitive: The process of drug prescription in healthcare is clearly different from surgery. Outside of manufacturing, many different types and variations of processes are also documented. In manufacturing, for example, processes differ alongside physical properties (such as machinery), dimensional tolerance (size and form) or outcomes (e.g., defect rates). ![]() Organizational processes, “repetitive patterns of interdependent action carried out by multiple actors", can vary substantially.
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