By Sherif Attar
In a world of ever-changing ambiguity and uncertainty, executives have to face two challenges: excellent performance and people development. Where many managers think those endeavours are “competing”, this author believes they are “completing”. GET DOWN TO BUSINESS argues.
It’s called PROCESS IMPROVEMENT
Today’s manager is so involved in everyday duties that he turned into “doer” not “manager”. Let’s refocus our attention on manager’s key job steps called Process Improvement!
1. Mapping processes
Process mapping uses standardised flow-charting symbols to produce a diagram of a business process. It allows the process to be
● Easily explained
● Broken down by activity, responsibility, ownership, dependency, concurrency and value
● Assessed for bottlenecks and critical paths
● Measured for time and resource usage.
It is important to decide whether you want a micro-level process map or a macro-level one.
2. Symbols and conventions
It is critical to respect flowchart symbols to make sure everyone understands what you mean.
3. From start to finish
● Document the point at which the mapped process starts. For example, in making a cup of tea, is it at the point when the kettle boils or when the decision to have a cup is made?
● An activity is any step in the process.
● A macro-level process map may have activities grouped together under one heading – for example, ‘produce documents’.
● A micro-level process map will list the specific activities required to produce each of these documents in detail.
● Every decision inserted into a process map must be set as a closed question with a ‘yes’ or ‘no’ answer. If the answer is ‘yes’, the process moves on to the next stage; if ‘no’, the map must show what the next stage should be in that case.
● The arrows show the onward movement of the ‘product’ through the string of events that make up the whole process.
● The end point, like the start point, needs to be formally agreed.
4. Before you start mapping
Make sure everyone understands whether you are mapping ‘as is’ or ‘should be’.
5. Mapping your process
● Get a team together, choosing people who carry out the process normally
● Clarify the output
● Stick a roll of paper on the wall
● Mark the start point
● Brainstorm activities and then decisions on sticky notes
● Stick them on the roll and link them with string
● Look for agreement
6. Analsing your process
Analyse from three perspectives:
● Voice of the process
● Voice of the people
● Voice of the customer
7. Planning the improvement
Ensure that the same people who did all the work are as involved in the improvement, because they know the processes. They will be able to see the reasons for keeping certain events in the process. You want them to have ownership and responsibility.
8. Improving your process
You can use the following tools to improve the process:
● The 5 S’s of housekeeping – sort (remove anything unnecessary), segregate (everything in the right place), shine (eliminate mess), strengthen (update the information) and standards (training)
● Downstream impact analysis (using fishbone diagram)
● The work triangle – for efficient organisation of equipment.
9. Testing a new process
After analysing your existing process and planning a better way, you have to dip your toe in the water of reality and make sure that it works!
● First, walk the process, getting the team to go through the process for real to check for any omission or errors.
● Then, run a full-scale trial, informing all stakeholders and seeking feedback.
For questions or suggestions, please send your comments.
Sherif Attar, an independent management consultant/trainer and organisation development authority, delivers seminars in the US, Europe, Middle East and the Far East.
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