Why document business processes
You can’t improve what you can’t see. Business process documentation turns knowledge “in people’s heads” into a shared model: everyone sees the sequence of steps, roles, documents and control points. This reduces dependence on individuals and speeds up onboarding.
How we model processes
- Top-level process map. The company’s core, supporting and management processes and the links between them.
- Interviews with participants. The process owner and the people who do the work explain how things really happen, not “how they should”.
- As-is diagrams. We model in BPMN 2.0 notation or simple flowcharts, depending on who will read the diagram.
- Roles and responsibilities. A RACI matrix: who does the work, who is accountable, who is consulted and who is informed.
- Metrics. Cycle time, number of returns, cost per operation — to have a baseline for optimisation.
What you get
| Deliverable | Purpose |
|---|---|
| Process map | The whole business on a single sheet |
| Process diagrams | The sequence of steps, decisions and documents |
| RACI matrix | No “nobody’s” tasks and no double responsibility |
| Regulations and instructions | The same quality of work across all people and branches |
| Process metrics | An objective basis for improvement |
Regulations that actually work
A regulation in a folder that nobody reads changes nothing. So we publish regulations where people work every day: in the Folck knowledge base with approval, acknowledgement and full-text search. And we build the key steps of the process into automation, so deviating from the regulation is simply impossible.
The next step after documentation is business process optimisation.