Process

An overview or outline of what is to be done, in a sequence or series of activities, to achieve the desired outcome. A process will typically consist of several to many different procedures. Writing a good process will usually begin with identifying the need for the process in the first place, which might be due to an area of a business which is not clearly understood by employees or customers. Define the purpose of the process, identifying the boundary or scope, in which it operates (and doesn't cover what would be included in a different process). Ensure that the start and endpoint

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  Process Efficiency

Finding improvements in the way work is currently done so that the outcomes continue to meet the desired standards. Improving process efficiency will typically lead to the better use of all available resources, increased profits, reduced waste, reduced inventory and storage requirements and reduced costs.

  Procurement

A process to ensure that services or products are sourced and purchased in a transparent and cost-effective way. The procurement process might involve the use of up to four different types of formal ‘requests': • Request for Information; • Request for Quotation; • Request for Tender; • Request for Proposal.

  Procurement Need

Procuring a product or service is not (often) carried out just for the sake of it. There will be an identified need for a product or service, and this need will have to be documented and explained if adequate funds are to be made available for the desired item/s to be successfully procured. There will often be several decision makers through which a procurement request has to be made before authorisation can be given, so providing a well-considered and persuasive reason can result in a more favourable outcome being achieved. Whilst machinery will often have an original stated life span of

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  Procurement Requests

See ‘Procurement'.

  Procurement Risk

Mitigating risks as part of a procurement process is an important part of successful procurement. Risks can be categorised into three groups: 1. Operational: This might be at the initial request stage or an ongoing supply stage. An inadequate needs or requirements assessment increases the risk of failure, or at least reduces potential effectiveness of outcome. There is a supply chain risk in both the initial evaluation and then the subsequent management of an ongoing supply process. Failing to live up to expectations for efficiency and effectiveness in managing the procurement process can res

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  Procurement Specification

This is a detailed document that will provide for well identified and described outcomes which meet the needs of the procurer, to allow competitive bids to be received. Detailed parameters and features will be included for the criteria, whilst trade / brand names would not be stated unless exceptional circumstances required this. A specification should be written to ensure that it is there is no subjectivity or confusion in the interpretation of the content. Being able to communicate exact requirements is essential if a supplier is to correctly meet the needs and wants of the specifier. R

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  Product

The outcome of one or more inputs which are applied to create the product.

  Production Efficiency

The ability to produce a product or service using the fewest resources possible and at its least average total cost. For grounds managers the product is well defined by performance standards, however, the significant challenge arises in being able to produce the end product with efficient use of available resources. This is also complicated by determining whether extra resources needed to increase or maintain product quality by a certain, often small, amount is appropriate for the return gained from the additional input.

  Productive Hours

1. The hours of work activity which can be directly related to the making of a product. Indirect activities, such as general meetings, rest breaks, general thinking time, etc. would not be classed as productive time, and is often referred to as non-productive time. This definition is commonly used by managers to better understate workplace efficiency. 2. The entirety of hours that an employee is in a workplace, available to undertake any work which they are employed to do.