The approach seeks to identify the financial cost, run time, and complexity of a given process. Managers score each variable on a scale of 1 to 4. The scores are averaged to identify the process in need of most improvement. The process with the lowest average score is addressed first to simplify it and reduce costs, time, or complexity in order to raise the average closer to 4. In summary, the approach maps key process metrics to identify improvement opportunities and focus efforts on the most problematic areas.

1. Theoretical approach
Performance Improvement Process
Introduction
Process management is one of the most important areas of current that seeks to understand, map and
manage processes of a company they are coming from a market framework or process exclusives with
the business to be managed.
I'll be in this article presented a theoretical approach to performance improvement process, which
essentially seeks to identify the cost, time and complexity of a given process and context and visualize it
in a simplified and focused work on the problem page.
Objective
Present a theoretical approach to performance improvement process by calculating the cost, time and
complexity of processes.
A Theoretical Approach
Much emphasis on mapping, identification and customization, but in many cases the emphasis of
problems such as people, delays in activities, ie the work is often done based on the "Achilles heel" of
the company or "where the callus presses ".
The approach seeks to address that will be presented with three variables which were given by different
weights area managers to be mapped / custom the three process variables to identify its performance.
• Financial cost.
• Runtime.
• Complexity of the process.
The approach seeks to score the 3 variables with 4 levels which are:
• 1 - Very High.
• 2 - High.
• 3 - East.
• 4 - Low.
Marcos Chibly
at March 2013
mchibly@gmail.com

2. Theoretical approach
Performance Improvement Process
The data should be arranged in a table format according to the following example:
Process Financial Cost Runtime Process Complexity Average
Generation 2 1 2 1
Billing
Activation of 3 3 3 3
new customers
Release and 2 1 2 1
payment of
compensation
The average is calculated from the sum divided by 3, while the rounding is always downwards.
Now the feeling that the area manager has about the financial cost, time and complexity of
implementing this process mapped.
The work should start focusing on the last column (mean), with the objective of managing the process of
customizing / process better so that this average rises to number 4.
For this we must identify the principal offender to be treated that in case 1 - "Generation Collection" are
with the offender in "runtime", and this will be the focus of activity better runtime process for
subsequent work in cost and complexity thereof. Here we can also see that the execution time can be
high because of the complexity.
Perhaps a good starting reduces complexity or "breaks" in this process simpler one, and makes usable,
perhaps thereby improve runtime now as the final result.
Conclusion
Work on improving process performance is one of the most promising ways to be well regarded by area
managers, because you will be helping not only the area over the company as a whole is improving over
time, cost and complexity of day-to-day.
The approach of mapping the three variables, time, cost and complexity based on the feeling of the area
manager or the process to be improved is a way to save time and focus efforts on the problem page.
Working in their solution should be a task directed always to simplify and increase the score that the
average should be 4.
Marcos Chibly
at March 2013
mchibly@gmail.com