Process Modelling
Process Models extend Process Maps.
Aim to make step improvements that provide a significant improvement in value creation. Then repeat the review - design - execute process.
You can't aim for perfection in one hit and you can't improve what you:
Strategic techniques for process improvement include:
- Business Process Re-engineering (BPR)
- Jobs to be Done (JTBD)
- Data-Driven Process Improvement (DDPI)
BPR vs JBTD
BPR is a methodology for fundamentally rethinking and redesigning business processes to achieve significant improvements in efficiency, effectiveness, and customer satisfaction. The primary focus of BPR is on the organisation's internal processes and how they can be optimized to deliver better results.
[JTBD]](/docs/progress/products) is a framework that focuses on understanding customers' needs, motivations, and desired outcomes. The main idea behind JTBD is that customers hire products or services to accomplish specific jobs or tasks. By identifying and understanding these jobs, businesses can develop more effective solutions that better address customers' needs and direct more effective marketing campaigns.
When using JTBD to improve internal processes, elected leaders from an organisation serve as the customer voice. Here it is essential to understand the business drivers that indicate the path to success or failure. By identifying and optimising the jobs to be done for each department, the redesigned processes can better serve the needs of these internal customers and improve the system and improve the capability to steer the ship towards greater value realisation.
DDPI
- Observation
- Collation
- Translation
- Standardisation
- Integration
- Validation
- Automation
- Optimisation
Observation: This step involves closely monitoring and documenting the existing business processes, noting the tasks, decision points, dependencies, and interactions among different functional areas. It is crucial to understand the current state of the processes and identify areas for improvement or potential bottlenecks.
Collation: In this step, all relevant data and information collected during the observation phase are organized and consolidated. This data may include process maps, performance metrics, stakeholder feedback, and any other relevant documentation.
Translation: This step involves interpreting the collected data and identifying patterns, trends, or insights that can inform process improvements. It's essential to transform the raw data into actionable insights to guide the redesign of processes.
Standardization: This step aims to create consistent, repeatable processes across the organization, reducing variability and ensuring adherence to best practices. Standardizing processes can improve efficiency, reduce errors, and simplify training for employees.
Integration: In this step, processes are interconnected and streamlined to ensure seamless flow across functional areas. Integration can involve connecting systems, data, and people to enable better collaboration, communication, and decision-making.
Validation: This step involves testing and verifying the redesigned processes to ensure they meet the desired objectives and performance targets. Validation may include pilot programs, simulations, or other testing methods to assess the effectiveness and efficiency of the new processes.
Automation: This step focuses on implementing technology solutions, such as robotic process automation (RPA), to automate manual, repetitive tasks. Automation can improve process efficiency, reduce human error, and enable employees to focus on higher-value tasks.
Optimization: In this final step, the redesigned processes are continually monitored, evaluated, and fine-tuned to ensure ongoing improvement and alignment with organizational goals. Optimization involves identifying and addressing any new bottlenecks or inefficiencies that may arise and embracing a culture of continuous improvement.
Six Sigma Analysis
DMADV methodology's five phases are (Also known as DFSS "Design For Six Sigma"):
- Define design goals that are consistent with customer demands and the enterprise strategy.
- Measure and identify CTQs (characteristics that are Critical To Quality), measure product capabilities, production process capability, and measure risks.
- Analyze to develop and design alternatives
- Design an improved alternative, best suited per analysis in the previous step
- Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).
Processes that are not documented and owned, will cause bottlenecks that stifle growth, and at worst, force a company to close.