The experience of implementing the process approach in housing and utility organizations

The article proposes the processing approach as the primary tool for improving the quality of housing services, based on an analysis of theoretical material. The process approach allows for the efficient management of numerous interlinked activities and for the optimal use of all types of resources. When applying the process approach, there is a shift of emphasis from the management of individual resources and cost centers to the management of business processes, binding together the efforts of interacting departments. The principle of the process approach is that the output (end) of one process directly forms the input (beginning) of the following process. The process approach allows one to determine the control points (at the intersection of the end and start), the impact of which allows for the efficient management of system quality. The article describes the experience of implementing the process approach in one of the companies that services apartment buildings. Using this example, an evaluation was carried out of the functional approach, which was used until the experiment, then the process approach was introduced and the results were evaluated. As part of the implementation, the main and auxiliary business processes were designated, and then each selected business process was described, defined by the owner, input, output, and key performance indicators. As an example, the authors describe in detail the process of ‘working with consumer appeal’, which is of particular interest. On the one hand, it does not give a company added value in its purest form, and relating it to the basic processes, from a theoretical point of view, is not possible. On the other hand, it is the well-organized system for monitoring consumer complaints and the treatment of customers that is the main tool used to increase consumer loyalty, which we strive to obtain at the end of the ‘Apartment Servicing’ business process. Afterwards, all the processes were combined into a single network by constructing a tree of business processes. Each stage of the implementation process approach has been described. A method of evaluating the efficiency of the process approach in the management company is also offered and used in the article. The effect of the introduction was assessed in quantitative terms and the method of compounding cash flows was applied. Compounding or enhancing cash flow is adjusting the value of cash flows, carried out at different times, to the value at a future point in time. In this article, the value of past cash flows was adjusted to the current moment for an adequate assessment of the economic impact of introducing the controlling of business processes. The present net value proved greater than zero, meaning that the implementation of the process approach in the management company was effective.

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