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What is Process Essays (Examples)?

A process essay is fundamentally different from other types of academic writing assignments.  In fact, it is closer to technical writing than to other types of academic writing. That is because a process essay describes a process that leads to a specific outcome.  There are two approaches to the process essay.  The first approach is often referred to as a directional process essay and is the simpler of the two approaches; it describes the steps necessary to complete a task.  The second approach to the process essay does more than outline steps, it also analyzes or explains the steps involved in the process.  The wording of your assignment will be important when you are trying to determine which approach to take while writing your process essay.  

The introduction of your process essay needs to accomplish several things.  First, it needs to introduce the process you are going to describe, and give background information about that process, when such information is necessary.  Next, it needs to identify your audience.  Identifying your audience does not require actually saying the targeted audience for your essay, but, if your reader needs a certain educational, technical, or professional background to understand the essay, then the introduction provides a great opportunity for you to provide that material.

The body of the essay involves your actual descriptions of the process.  For simple directional process essays, the body of the essay involves a step-by-step description of each part of the process.  For analytical process essays, in addition to outlining the steps you might explain them to the reader or analyze whether the steps are necessary to the process and make the process more efficient, or should be eliminated or changed in order to maximize efficiency and performance.

Finally, the conclusion of your essay will reiterate what you hope to achieve with the process described in the essay.  If you have analyzed the process and found it lacking, the conclusion may also describe suggestions for further study or review.  

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Total Quality Management (TQM) is a foundational platform of enterprise- corporate-wide processes, procedures and programs designed to continually improve customer experiences and product quality. The foundational elements of TQM include cross-functional product design, a strong focus on customer involvement, committed leadership, cross-functional training, cross-functional product design, employee involvement, information and feedback, strategic planning, supplier quality management and process management (Rehder, Ralston, 1984). All of these factors are often coordinated to a common strategic plan to ensure the consistently high performance of an enterprise (Martin, 2004). They are indispensable to Dell as they have over a dozen business models concurrently with each other, each with unique supply chain, sourcing, procurement and manufacturing requirements. These concurrent business models make quality all the more difficult to attain yet paradoxically critical to the company's success. TQM is one of the strongest cornerstones of Dell. References Abramowich, E. (2008). Lean six sigma's new look. ASQ Six Sigma Forum Magazine, 7(2), 38-39. AlSagheer, A. (2011). Six sigma for sustainability in multinational organizations. Journal of Business Case Studies, 7(3), 7-15. Dell Investor Relations (2013). Investor Relations. Retrieved January 10, 2013 from the Dell Investor Relations and Filings with the SEC Web site: http://content.dell.com/us/en/corp/about-dell-investor Godfrey, Blanton (2011). Perfection is possible. Quality Progress, 44(12), 8-10. Hammonds, K. H. (2003, The new face of global competition. Fast Company, , 90-97. Martin, J. (2004, Balancing elephants. FSB : Fortune Small Business, 14, 84-88+. Muller, W. (1991). Gaining competitive advantage through customer satisfaction. European Management Journal, 9(2), 201-201. Rehder, R., & Ralston, F. (1984). Total quality management: A revolutionary management philosophy. Advanced Management Journal, 49(3), 24-24. Weisendanger, B. (1993). Benchmarking intelligence fuels management moves. The Public Relations Journal, 49(11), 20-20.