Is it possible that companies can internally consolidate their own culture of excellence by measuring the quality of its internal processes?

This is not a simple task, considering that an average work team is made up of people who certainly would have different conceptions of what quality and good service means. However, it is not impossible promoting a culture based on quality and an outstanding service criteria to internal or external clients. in parallel, an operation scheme oriented to the formulation and fulfillment of efficiency criteria in their processes.

One of the first steps we must take into consideration if we want to promote these criteria is the definition of their service model, that is: What are their objectives in terms of sharply delivering products and services; It also requires a definition of the channels through which the product will be available and the business rules that will define its profitability model.

Likewise and although it seems very obvious, the following steps will allow defining the activities that will guarantee the perfect fulfillment of what was expressed in the previous paragraph; Through the schematization of their processes, definition of strategic roles, descriptions of the objectives to be met by each person, selection of the best talent for the performance of these functions and even, generate management coaching policies that facilitate the understanding of the individual strategic objectives and groups, as part of the key elements in obtaining successful results. Consolidating a culture of processes and quality of service, organizations should be guided to the definition of business rules through which each internal customer expects a result from their internal suppliers and vice versa.

The definition of service agreements in which each unit is committed to complyin terms of timeframe and quality schemes is essential for the other parts of the processes in the operation. Service agreements are nothing more than a commitments acquired with our internal customers/suppliers in order to guarantee compliance.

The foregoing requires a programmed design of processes, interpersonal relationships, rules, formal agreements, performance evaluations, among other tasks that will finally have an impact on its operating model by activating control mechanisms such as management using Key Performance Indicators, which finally will provide the organization with a more accurate view of its performance and, in turn, scenarios that facilitate management decision making.