Business Process Analysis Service

A business process can be defined as a collection of related, structured activities or tasks that produce a specific service or product for a particular customer or type of customers. There are three types of business processes:

• Management processes. The processes that govern the operation of a business. Typical management processes include “corporate governance” and “strategic management”.
• Operational processes. The processes that constitute the core business and create the primary value stream. Typical operational processes are procurement, manufacturing, marketing and sales.
• Support processes. The processes which support the core processes of the company. Typical examples are accounting, recruitment and technical support.

A business process begins with a customer’s need and ends with a customer’s need fulfillment. Process oriented organizations break down the barriers of structural departments and try to avoid so-called functional silos. A functional silo exists when the business processes of a functional unit within the division of labor of an organization focus inwardly on their functional objectives. This becomes problematic when the direction of focus creates barriers that do not serve a reasonable business purpose and negatively impacts the unit’s ability to serve their role in the broader mission of the organization.

A business process can be decomposed into several sub-processes which have their own attributes, but which also contribute to achieving the goal of the super-process. The analysis of business processes typically includes the mapping of processes and sub-processes down to activity level. Business processes are designed to add value for the customer and should not include unnecessary activities. The outcome of a well-designed business process is increased effectiveness (i.e. value for the customer) and increased efficiency (i.e. less costs for the company).

Business process re-engineering aims for improvements by means of elevating efficiency and effectiveness of the business processes that exist within and across the organization. Rather than organizing a firm into functional specialties (e.g. production, accounting, marketing, etc.) and considering the tasks that each function performs, business process re-engineering focuses on re-designing the end-to-end business process as a whole in order to achieve the greatest possible benefit to the organization (i.e. minimal costs) and its customers (i.e. maximum value).

Twenty20 Consulting Ltd comprises extensive in-house experience in business process analysis at the functional as well as the corporate level and has several references in such roles. The same holds for business process re-engineering tasks and the associated implementation of new processes within organizations.