We live by processes, both at home and at work. In well-developed and smooth processes, all parties involved in the process know their roles and responsibilities well, and like well-oiled cogs, everything works as it should to produce the right end results.
But processes change—sometimes intentionally, sometimes through no fault of our own. New technologies can replace steps, people can move in or out of the process, or the process could be replaced by something new and become obsolete.
With all of the upheaval and change of the last few years, many organizations can benefit from conducting a Process Flow Analysis of their core processes—and perhaps some of their secondary or even tertiary processes as well. With new technologies in the workplace, shifts to hybrid and remote work, supply chain upheaval, and other factors that may be unique to an organization, inefficiencies or redundancies have likely crept into many processes.
How do you know if your processes are operating at peak efficiency? Here are five questions to help you conduct a Process Flow Analysis.
1. DOES THIS PROCESS EFFICIENTLY TRANSFORM KNOWLEDGE, MATERIALS, AND LABOR INTO VALUE? (PRODUCTIVITY)
“Productivity” and “efficiency” don’t necessarily equate to timeliness or speed. Evaluate your process on how many steps are involved, how much material is used, how many people are required to complete the process, etc. If there are extra steps or people involved, or if too much material or labor is spent on the process, you may be able to improve efficiency by removing or revising some steps in the process.
2. DOES THE PROCESS DELIVER THE DESIRED VALUE IN A TIMELY MANNER? (TIMELINESS)
As you consider the question and the process, it may be helpful to establish what “timely” looks like in this context. Some processes may take weeks at peak efficiency, whereas others may be defined as slow if they take just a few hours. Establish how long the process should take, and then evaluate it against that definition of timely.
3. IS THE PROCESS SUFFICIENTLY RELIABLE, OR DOES IT BREAK DOWN TOO OFTEN? (RELIABILITY)
Reliability doesn’t just apply to machines or tools. A “breakdown” in the process could result from a gap in responsibility—a place where no employee has been assigned to perform a task, and therefore the task becomes overlooked. Or the process could result from lack of training or knowledge on the part of the employee. By finding where the process is breaking down and why, you can investigate appropriate fixes.
4. DOES THE PROCESS DELIVER VALUE IN A WAY THAT CONSISTENTLY MEETS REQUIRED QUALITY STANDARDS? (QUALITY)
If customers or colleagues offer frequent feedback about low-quality products, poor interactions, or lack of timeliness, your process certainly needs evaluation and improvement. What is causing the poor quality? Is it a material that’s changed? Do you have an undertrained employee? Have circumstances changed so that your process needs to be updated? Find the source of the poor quality and look for an appropriate fix.
5. WHERE ARE HANDOFFS NOT SMOOTH? WHERE DOES THE PROCESS GET BOGGED DOWN AND WHY? (EFFICIENCY)
Processes can easily develop bottlenecks or problem interfaces between adjacent tasks. Often, these points of inefficiency coincide with one of the above issues. Again, pinpoint the bottlenecks or problem interfaces, diagnose the specific issue, and then pursue a fix.
Process Flow Analysis may not be exciting or fun, but improving your processes can be one of the best ways to make your business more effective in the long run. Conducting Process Flow Analysis can help you improve quality, trim inefficiencies, and boost your bottom line.
SELF-CHECK:
- What is one process that needs a Process Flow Analysis?
- Do we have legacy processes that have never been analyzed? Why?
- How can I improve efficiencies in a process where I am a key player?
