Editing Business process (section)

==Reporting as an essential base for execution==

Business processes must include up-to-date and accurate [[Financial reporting|reports]] to ensure effective action.<ref name="RosingWorking_14">{{cite book |chapter=Working with the Business Process Management (BPM) Life Cycle |title=The Complete Business Process Handbook: Body of Knowledge from Process Modeling to BPM |author=von Rosing, M. |author2=Foldager, U. |author3=Hove, M.|display-authors=et al |editor1=von Rosing, M.|editor2=Scheer, A.-W.|editor3=von Scheel, H. |volume=1 |publisher=Morgan Kaufmann |year=2015 |pages=265–341 |isbn=9780127999593}}</ref> An example of this is the availability of [[purchase order]] status reports for supplier delivery follow-up as described in the section on effectiveness above. There are numerous examples of this in every possible business process.

Another example from production is the process of analyzing line [[wikt:reject|reject]]ions occurring on the shop floor. This process should include systematic periodical analysis of rejections by reason and present the results in a suitable information report that pinpoints the major reasons and trends in these reasons for management to take [[corrective action]]s to control rejections and keep them within acceptable limits. Such a process of analysis and summarisation of line rejection events is clearly superior to a process which merely inquires into each individual rejection as it occurs.

Business [[process owner]]s and operatives should realise that process improvement often occurs with introduction of appropriate transaction, operational, highlight, exception or [[Management information system|M.I.S.]] reports, provided these are consciously used for day-to-day or periodical decision-making. With this understanding would hopefully come the willingness to invest time and other resources in business process improvement by introduction of useful and relevant reporting systems.