Business Process Consulting

We provide consulting services in the areas of Operational Excellence, Performance management & Improvement, Manpower Efficiency & Productivity Improvement, Process Improvement, Supply chain Management and Equipment Efficiency Improvement by using modern proven techniques.




What is process documentation?

Generally, when people hear “Process Documentation” they think about the narrower topic of “Process Mapping”. But really business process documentation includes any and all documents that go to support a process.  That might mean policies, checklists, tutorials, forms or even links to other applications.


Process documentation is a complete description of how to execute a given process. Here is the acid test. Can someone somebody, with a reasonable knowledge of your company, find and read the documentation and successfully execute an instance of the process? If so, you passed the test. You have some pretty good process documentation.


Why you need process documentation?

There are at least three important roles for process documentation.

  • Process Improvement
  • Training
  • Reducing vulnerability to key employee process knowledge.

It might seem counterintuitive, when you see a desperate need to improve a process that you have to stop and document exactly what you’re doing right now. Why would you even want to stop and record what you already know needs to be changed?

The short answer is that process improvement is a journey. And, like a journey, if you can’t agree where you are, how can you plot a route to where you want to go? 

Remarkably, even people who been working together for a long time, often don’t have a common view of the steps in a process. If you don’t have a process down in black and white, then you are relying on what is in people’s heads.  That’s hardly better than running your business on myths and legends.


When you do actually sit down with these folks to hammer out the process on a whiteboard, these different versions of what’s in people’s heads start to emerge. It can come as a great surprise.  There is usually at least one moment when somebody says: “I didn’t know you did that” or  “Oh, that’s not the way I do it.”  That’s when you know you need process documentation.


The second place where process documentation is invaluable is in training. When you’re trying to tell somebody what his or her new job is, what you’re really saying is this is the process we want you to follow. All too often training is divorced from the process. It’s no wonder that people are frustrated when they start to do a job and they have to ask a thousand questions. It’s also pretty irritating to the experienced people who have to give what amounts to on-the-job training.


Finally, process documentation is the best way to capture the secret processes that only one or two key employees know how to perform. It’s usually pretty easy to tell when this happens. It’s when you are terrified that the key employee will win the lottery, fall under a bus, or simply take a new job.


If you find yourself in this position, you are vulnerable. You need to document whatever is the employee’s mystery process. Often such key people are reluctant to give up their insider knowledge. One reason is simply job security. However, a responsible business owner or departmental manager has a right to know how their employees get things done.



The very foundation of any great customer experience is consistency. The fabric of consistency is your Standard Operating Procedures (SOPs) and processes. Many organisations have neglected their SOPs as a possible root- cause problem to the unhappiness created for their customers. Our management consultancy services and expertise in customer experience has enabled us to reengineer and streamline processes and procedures for Fortune 500 companies on a global basis. The result has seen a major uplift in customer satisfaction and corporate profitability.

Understanding the principles of business process improvement (BPI) is one thing, but putting those principles into practice is even better.

This is the fun part where business process improvements that help people communicate and cooperate more effectively are initiated and we can finally remove some of the office angst we all know so well. This section touches on Kaizen and Lean but there is not much on Six Sigma except to say how difficult (OK, impossible) it is to apply to information based processes.



Process Mapping Steps:

  • Map the process “as is” first
  • Don’t get sidetracked by exceptions
  • Involve the people who do the work
  • Document processes online
  • Use a big map
  • And … collect examples of all the documents associated with an activity

Besides this steps, below you will find a lot more about process map & mapping:

How detailed should a process map be?

Process Mapping Pitfalls And How To Avoid Them

Free Process Mapping Tool

It is almost impossible to improve a process without a visual representation of it. I have never found a better tool to analyze workflow. Once you have the workflow, you can identify opportunities to improve cycle times, efficiency and communication. So, you need a process map.

Even the process mapping process itself is of value.  Having a bunch of people who work together actually map out how that happens is something to behold. There is almost always a head-slapping moment when someone says something along the lines of “I never knew you did that” or “Why are you still doing it that way? I thought we had agreed that we would do so-and-so…”

So how do you do that? The classic method is to get people together and get them to tell you. Then you sketch it on a whiteboard. Pulling the details of people’s tasks and responsibilities out of them is hard. It will seem to be slow going at first. Typically, not every member of the team has an equal amount of buy-in to the whole concept of process improvement. Before long however, after a few people have spoken up and their comments converted to post-its on the whiteboard behind you, what seemed like a trickle of ideas can soon become a flood.



Most of the companies today face one challenge “Gap between Strategy Planning and its Execution” that can be due to;

  • Maximum time spent on routine activities by top & middle management
  • Gap in aligning company vision with daily work of every individual
  • Dependence on subjective & biased performance evaluation
  • Gap in execution of strategies for improvement

Leadership must take steps to close the gap between today’s performance and an organisations vision. This sounds simple, but in reality it is very difficult. Think how profitable you would be if you eliminated this challenge?

We use following logical methodology to address the need of performance Management;

  • Align organisational goals & strategies from top to bottom
  • Develop right goals & strategies at top, middle & lower level management
  • Set measurable & live performance evaluation system
  • Improve employee productivity and performance
  • Review employee performance anytime anywhere
  • Build operational excellence & continuous improvement culture


Hence, it brings strategy, tactics and operations, together on a common platform across organization. To know more about how CCG can help you establish a strong performance evaluation system, contact us at +971 50 5261369 or email us at . we will be in touch within 24 hours.