Review Table 5.1. as seen below

Process management activities include

Design: Ensuring that the inputs to the process, such as materials, technology, work methods, and a trained workforce, are adequate and that the process can achieve its requirements.

Control: Maintaining consistency in output by assessing performance and taking corrective action when necessary.

Improvement: Continually seeking to achieve higher levels of performance in the process, such as reduced variation, higher yields, fewer defects and errors, smaller cycle times, and so on.

Select a service or product in (Costco) and produce a paper discussing the process management activities that are involved.

• Evaluate the effectiveness of process management in your organization (Costco).
• Suggest potential improvements to improve process management within your organization (Costco).
• Describe the specific steps in the process and their sequence.
• Provide a map of the process and the sequenced steps, along with standard operating procedures and work instructions.

FIGURE 5.1 Process versus Function Vic e Presid ent Functional FOCUS Department Department Department Department Department Manager Manager Manager Manager Manager I Process A Proc e55 B PFDC 8 55 C PFOC 6'55 FOG US Process D PFDCESS E ' involves a process that crosses traditional organizational boundaries as illustrated in Figure 5.1. For example, an order fulllment process might involve a salesperson placing the order; a mar keting representative entering it on the company's computer system; a credit check by finance; picking, packaging, and shipping by distribution and logistics personnel; invoicing by nance; and installation by field service engineers. A process perspective links together all necessary activities and increases one's understanding of the entire system, rather than focusing on only a small part. Many of the greatest opportunities for improving organizational performance lie in the organizational interfacesthose spaces between the boxes on an organization chart. TABLE 5.1 Key ProcessFocused Practices for Quality Management Identify vital work processes that relate to core competencies and deliver customer value, profitability, organizational success, and sustainability. Determine key work process requirements, incorporating input from customers, suppliers, partners, and collaborators. Design and innovate work processes to meet all requirements, incorporating new technology, organizational knowledge, product excellence, the need for agility, cycle time reduction, productivity, cost control, and other efficiency and effectiveness factors. Seek ways to prevent defects, service errors, and rework and minimize costs associated with inspections, tests, and process or performance audits Implement work processes and control their dayrtorday operation to ensure that they meet design requirements, using appropriate performance measures along with customer, supplier, partner, and collaborator input as needed. Improve work processes to achieve better performance, reduce variability, improve products and services, keep processes current with business needs and directions, and share improvements with other organiza tional units and processes to drive organizational learning and innovation. Incorporate effective process management practices in the overall supply chain