Abstract

A case study demonstrates how one company is using process management to embed quality into the culture of the company, to run its business, to optimize systems, and to reach its goals. Ten primary processes replace the departmental structure, each with a primary process manger responsible for implementing process management as the model for managing all processes. The Process Leadership Steering Committee meets monthly to facilitate communication, review performance, identify and address problems, and oversee implementation of company-wide initiatives. This approach results in significant improvements in operational performance, motivation, and participation in the quality process.