Streamline and improve your current processes to cut out waste and deliver consistently higher quality outputs.
We work hand-in-hand with you to map your existing processes, drive out the waste and non-value adding activities and implement leaner, more effective, and highly efficient new ways of working.
Having a clear, documented definition of your organisation’s required processes is a critical foundation for any transformation or business change project. However, one of your key challenges is to decide how much detail to define and when you need to define it. Major transformation programmes can become bogged down in overly complicated, multi-layered process definitions and lose sight of the main transformation goals.
Set the vision
You can help to avoid this by being clear up-front about your organisation’s vision, mission and strategy, and any other crucial contextual information such as legislative or regulatory constraints. We believe that this strategic foundation must be in place before you embark on designing new processes. You also need to be clear at the outset about the scope of the business area you are tackling. It’s as important to understand what is out of scope as what is in scope, and to be clear about the inputs and outputs which cross these boundaries, i.e. to understand the key interfaces.
Understand the as-is
The next step is to capture a suitable understanding of your current processes. At the very least, this should involve documenting a list of the top-level processes, key inputs and key outputs. Care is needed here, as it is not worth investing huge amounts of effort in documenting the ‘as-is’ processes to the nth degree of detail. On the other hand, it is sensible to identify and analyse the key areas where there are evident bottlenecks, inefficiencies or quality problems in the current arrangements.
Design the to-be
The design of new processes is best done as an iterative process, starting top-down with a definition of the key outputs and outcomes that need to be produced by the future business entity or organisation unit. Where appropriate, it may be helpful to break the business area up into different sub-areas. You should avoid being constrained by existing organisational constructs – it is better to design an effective process first, then put the organisation design in place, rather than the other way round. Each process needs a clear definition of the inputs it requires and a breakdown into individual activities or process steps. The new processes should be developed iteratively, with extensive engagement with the people who will actually run these processes – ensure they play an active role in developing the new processes and feel a strong sense of ownership.
The processes should be documented carefully, using consistent, coherent and well-established process chart conventions. However, bear in mind that the documented output must be a strong communication tool for all levels of management and staff as well as being an effective way to document the design – you must avoid it being seen as a bureaucratic overhead.
We would also strongly recommend that you develop a simplified ‘user-manual’ style record of the processes, ideally in on-line, interactive format, to provide an easily accessible reference guide for the users.