Abstract
In order for process improvement to better respond to industry expectations there needs to be a value-centric thinking about processes so that all processes in the organization are contributing to the creation of value for the customer and for the organization. To achieve this, organization’s strategic goals need to be aligned with process goals on operational level so that all work contributes to the strategic goals of the organization. Similarly, the performance measurement system needs to be revised to direct efforts toward reaching the broad goals of the cross-functional processes rather than small tasks and compliance to set rules. In this paper we describe potential problems process improvement has today and discuss possible concepts that might help revising the process improvement thinking. These changes clearly reflect the needs and characteristics of small and very small organizations.
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