Management must be very vigilant about how they have established production processes, their operability, functionality, realmentea what is expected of them. Take into account also, as indicated by Jose Calderon Vazquez, a that the process is designed for a single global product or service, has an external client or internal to the organization that is the one reception the product or service within or outside companies. Therefore, the inputs or processes consist of imputs, ie the inputs, and outputs, results achieved by the standards of quality expected for the process, along with a control system that evaluates the performance of the process and the degree of customer satisfaction (Lee Nebro Toro and Mellado, 1998). Fernandez de Velasco (1996) indicates trachea a process is a set of activities the product creates an intrinsic value to the user or customer, defining where the idea of value creation appears to be dominant.
Add a Calderon, by processes focuses the issue in the management of activities that generate value to the product or service provided to the client, the basic difference with traditional management techniques is that these respond to how things are done within a particular business organization, ie the definition of models or patterns of operation directed toward the interior of the business organization, defining a series of tasks and specialized activities, while process management part of the consideration for whom things are done and what it is doing. For Fernandez de Velasco (1996), the basic purpose of the Process management is simply to increase corporate profitability through the achievement of higher levels of customer satisfaction.