Process vs. Procedure: What’s the Difference?

While process and procedure sound like similar terms, they are simply not the same—especially for operations professionals. This common misconception that process and procedure are interchangeable terms is fueled by the apparent nuance in difference. The terms are vague, yet at the same time it sounds like something that shouldn’t require further clarity—or at least it’s too embarrassing to ask something that seems so obvious. Ultimately, terms used this frequently in any industry should occasionally be re-examined to ensure continued understanding and accurate application of key terminology.

The Primary Difference—What vs. How

A process only refers to a limited sequence of events designed for a specific objective. In contrast, a procedure contains more detailed instructions with a step-by-step guide to complete a task. A process only needs to broadly describe what to do while procedures illustrate precisely how to achieve the desired outcome.

Process Definition

Processes refer to the generalized steps required to achieve an outcome, but this outline lacks details of how exactly to complete the task. A process is comprised of three major elements: input, procedures, and outcomes. In other words, the series of cumulative tasks should culminate those inputs into outputs. This simplified formula can be used by management to quickly analyze the efficiency of their operations. The size and complexity of a company will determine how many processes it requires to guide optimal operations. Industry-specific challenges and individual company goals also help shape the processes within an organization. 

Procedure Definition—When & Whom

Procedures provide the details that may be missing from the broad strokes of company processes. In essence, procedures exist as a part of most any process within a company. A procedure should ultimately provide the means to complete a more broad process.

Standard operating procedure (SOP) is a company document that outlines more concise details such as the preferred order of task completion to achieve the desired end goal. SOPs also designate who specifically should perform each task. This establishes accountability for tasks at every stage of the procedure in order to maintain task deadlines and workflow. There are SOPs that apply to the maintenance industry as a whole, while individual businesses may have further specifications for their trademark way of doing things. This is a key distinction since new employees may be familiar with industry standards but may require guidance on company-specific policies and procedures. Therefore, SOPs are essential for producing consistent results.

Example of the Difference

The appeal of taking over a franchised restaurant is that it comes pre-packaged with a guide of the most essential processes to follow. Burger King is a franchise where owners who buy a location can expect to take in orders, have the staff prepare the burger, and serve the product to the client. The main process is repeatable across every location and doesn’t require the owner to reinvent the wheel for positive cash flow. 

However, some of the day-to-day details of the processes and how they’re enforced are up to the individual franchise location. In this case, procedures may vary for training employees across locations with different owners. Training employees on specifics of daily procedures can include everything from greeting every customer with a friendly smile, practicing a script, sanitation requirements, and upselling or suggestive selling to boost average transactions—all of which may vary based on ownership. While the process of making and selling a burger is straightforward, the procedures are meant to provide more nuance in the manner in which the burger is sold in order to boost sales. 

Tracking Processes and Procedures Promotes Continuous Improvement

Documenting every process and procedure is the only way to thoroughly review them for further improvement. Given the competitive market and recent inflation, there are no industries that are safe from having to do more with less. The first step should involve assessing current processes and procedures for the potential to increase efficiency. The next step is ensuring existing processes and procedures are being followed properly—especially when changes are made. A policy should be in place for managing the rollout of changes to procedures or processes. 

Maintenance Process Mapping

The maintenance and mapping of procedures using visual flow chart illustrations is necessary in order to achieve consistent improvement. Most things require some form of maintenance—the processes and procedures of a business are no different. Performing quality maintenance process mapping is necessary to promote overall company health and stability. These maps need to be accessible so people know they exist, and should be presented in a way they can easily understand. This mapping tool can be used to discover links between leading or lagging key performance indicators (KPIs) to improve efficiency. Process mapping focuses on the work and the tasks required to complete each objective instead of individual job descriptions.

Some businesses may not use process maps because they fail to see the value or were unable to enforce the maps they had in the past, but they’re only losing out on detailed insights and opportunities for improvement. Process mapping can reveal bottlenecks, repetitive tasks, and other delays. Reviewing these process maps is typically performed annually.

Benefits of Automating Task Management—Improved Workflow 

Given the nature of detail involved in some procedures, it has been traditionally burdensome to manually track every step of a procedure. However, with the introduction of automation, it has become easier than ever to manage task completion in a timely manner. Automation makes it possible to track who is performing what task and at what time on a convenient dashboard visual instead of having to manage complicated checklists that require time-consuming cross-referencing. The dashboard provides to-do checklists in real time that both company leadership and employees can review.

Using Asset Operations Management for Company Processes and Procedures

UpKeep has written the book on Asset Operations Management—revealing what companies have to gain by adopting new perspectives and data insights. This can and should include insight into company processes and procedures. UpKeep gives organizations the ability to understand their own asset infrastructure in a centralized location that allows companies to prioritize the work that gets done, refine the inventory, and automate workflows including the scheduling of routine preventive maintenance. Following structured maintenance will future-proof the company brand by building a reliable reputation. 

Maintenance is ultimately not just for obviously dangerous manufacturing equipment, but must also be routinely performed to update company procedures that can easily become outdated and lead to other costly issues that could have been prevented. UpKeep’s State of Maintenance 2021 report shows more than a third of the maintenance industry either using manual entry methods on physical paper or doing nothing at all to track their maintenance activity. While this means that technology is currently an afterthought in this sector, it also means there is significant room for improvement and growth. 

Data is king, which includes informing the analysis of company processes and procedures that ultimately define the company culture of success—or lack of it. Managing the data involved in procedures and processes is essential to creating the most efficient version of your company—something UpKeep excels at.