Why Process Management matters to the Chef (“BPM3”)
…we were operating a small kitchen and we were alone cooking only for friends. We‘d get along well with improvising. We‘d create a tasty dish from what’s available in the house. No need for us to ‚manage‘ anything. Just roll up the sleeves and get going.
However, running the restaurant (“shop floor“) for a wedding with a hundred guests won’t work with just improvising. It requires excellent preparation and execution. And an outside-in orientation to make our customers happy.
Everyone involved needs to know their roles and responsibilities before getting into action: creating and aligning the menu with our customers, the buying of food, the preparation of ingredients, the pre-cooking, the finishing of dishes in a timely manner, the clean-up in between, keeping stock, availability of tools, intermediate storage (warming) etc. etc. And often extra services on top.
We call that having a plan, executing with precision AND flexibility. According to rules. Following key principles and guidelines. Monitoring performance to detect deviations from our plan. With staff well skilled to do it. All to ensure we provide the desired customer experience – for bride and groom, their parents (likely the payors) and all their guests.
In other words, we manage supply chain:
We manage Processes
We manage Performance
We manage Policies (our rules)
Integrated and well orchestrated,
we call it BPM3.
See the similarities to your operations? Learn more about our structured approach to supply chain governance. Click here…