The examination of your processes from the outside is your benefit. Established instruments and methods are applied, selected and adjusted to your company.
The process management and the required process analyses are primarily focused on the general business goal: it's supposed to be a benefit for the company, to work more efficient and cost-effective and to become more competetive in the medium term. Beyond that it can be combined with an employee goal: the benefit for the employees is to achieve more transparency and security as well as to know, which 'set screws' they can influence personally.
Examination of business processes according to the 20/80 approach
The target is to analyze the most important business processes and indicate weak points within a short period of time. Usually for small and mid size companies the 20/80 approach is adequate, i.e. 20% of effort to explore 80% of the process deficits and the same proceeding for the improvement.
The focus is on the most important business processes including sub-processes, if the global examination suspects weak points therein. Optionally afferent processes are examined, if further weak points are suspected.
The examination of the business processes should mainly consist of interviews and process supervision. For this questions like in "the five aspects of a business process" are asked and precised for the particular circumstance. Optionally, small workshops with JL and the employees can be added, in order to help identify weak points, complexity and the evaluation of the value creation. The results are documented, evaluated and - together with the first solution statements - basis for the workshop "Results of the analysis + action plan"
The five aspects of a business process and their central questions
||What is done when and why?
||Who fulfills which task and where?
||Which informations are forwarded and how?
||Does the process reach its target?
||Who is entitled to do what in the process?
Workshop "Results of the analysis + action plan"
In a realtime workshop, the results of the analysis are screened, the goals and prospective target processes are defined and an aciton plan for the elimination of weak points is deduced. Basically a reduction of the number of processes, the complexity and the malfunctions, an increase of the value creating content as well as the concentraion on competences is achieved. Altogether the processes are supposed to become better and more fluent.
Implementation of improvements in the business processes
The implementation of the action plan to improve the business processes should take place subsequent to the workshop, according to priority. JL is ready to accompany the project teams to the customer and impart special process management knowledge. Responsible persons for the processes should be stipulated, in order to act as multiplicator to spread the process orientation. The teams and responsibles are coached by JL in different situations to encourage them for a sustained process management.
Supervision and approval of optimized processes
Subsequent to the modifications, an adequate running-in period and cooperation of the parties involved, the improved performance of the business processes should be verified. Quantitative measurements help to show the increase of efficiency and effectivity and compare with the process-targets.
Supervisions and related fine adjustments as well as the modification of changes are to be made continuously.