1. Identification of organizational processes
* Define the purpose of the organization
* Define the policies and objectives of the organization
* Determine the processes in the organization
* Set the sequence of processes
* Define the process owners
* Define process documentation

2. Planning processes
* Define the activities within the process
* Define the monitoring and measurement requirements
* Define the resources needed for the operation of each process
* Check the process with respect to its planned objectives (consistent with the organization)

3. Implementation and measurement of processes
* Communication to staff
* Education & Training
* Change management
* Review and involvement of management

4. Process Analysis
* Collecting information for each process
* Performance measurement processes
* Identifying opportunities for improvement
* Performance Reports to the address

5. Corrective action and process improvement
* Identification of root causes
* Implementation of corrective and preventive actions
* Design and implementation of improvements

Of course, this is a tip that serves as a general guide to what you can consider and adapt to the specific needs of each company or organization, so you should adjust it for purposes that suit each particular case.

The adoption of this approach based on processes rather than functions or departments, it is useful to improve the performance, effectiveness and efficiency of the entire system of corporate governance and thus offers the possibility of achieving the objectives of the organization increasingly with greater success.

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The problem is that the traditional organization is based on the division of labor functions and departments rather than by activities and processes. That is why changing the mindset required for a management approach focused more on the expected results with the hierarchical structure of command, that is, it requires thinking more as a team and less like bosses and subordinates, and that ultimately, all are responsible for achieving customer satisfaction with the product or service performed.

The process approach is therefore a horizontal management approach, where the concern is to achieve effective and efficient results as its primary goal of the organization rather than limiting its activities to the chain of command and that it creates barriers between units functional.

The coordinated work between different departments working together to make a process work effectively is the goal of focusing on processes and functions as a dynamic management system in which responsibility is shared between departments or functional areas.

Types of processes that can be identified
Companies adopting the process approach as part of its management system must define the number and types of processes to meet their business objectives from those currently available and implemented and that it takes to complete the system. This is achieved through a comprehensive assessment will allow us to identify them.

They fall into three main groups:
* Strategic Processes: Those processes that establish and set goals, policies and guidelines for short, medium and long term
* Operating processes or at: Those who produce the goods and / or services and give value to the productive chain
* Process support: Those who not essential for the production of goods, if they are essential to supporting the rest of the processes working smoothly

Types of processes suggested by the ISO 9000:2008 typical processes of an organization may be:
* Processes for the management of an organization
* Processes for resource management
* Process Undertaken
* Process measurement, analysis and improvement

We recommend using an appropriate combination of classification and typology of processes to create the document which identifies and describes the specific business processes that define them.

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Administer processes “horizontally” is better than managing by function “vertically” because better results for the client.

In corporate governance systems are many and varied methodologies that have evolved over time, starting with the principles of scientific management proposed by Frederick W. Taylor and general management processes established by Henri Fayol in the early twentieth century.

Today, well into the twenty-first century, economic globalization has changed the way of seeing and doing business, seeking to stay ahead, and above all, prioritizing customer requirements when designing and implementing goods and services to satisfy their expectations.

The process approach is a management methodology that has gradually been gaining a place in management systems due to its effectiveness and its orientation towards customer satisfaction, both internal and external to an organization.

What is a process?
A process is a set of related activities that produce a result based on certain inputs or input elements, for example: If we take wheat flour, milk, butter, sugar and yeast in the right quantities, mix everything and then we put it cook for a specified period of time, will result in a pan, which can then decorate with cream, candy or chocolate to finally have a cake (or cake as they say in some countries of Hispanic or Latino).

For companies, the processes are similar, they take some materials and resources, which together with the right technology and the physical effort of staff, will be transformed into a product or service that is expected to meet the requirements of customers to meet their expectations.

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