By continuously taking a critical look at how your business processes can be even better, you can gain a lot as an organization. Faster and better processes will make you more successful. But how do you tackle this? Follow these 4 steps towards improvement:
1. IDENTIFY possible improvements.
The first step, of course, is to see where improvement is possible. Make sure you have carefully documented key business processes in process flows, showing which department is responsible for which step in the process. Sit down with everyone involved and walk through the steps. Where can things be done faster? Which step is redundant? Where could automation help you?
2. OPTIMALize the process and test it carefully
Once you know where improvement is possible, you start modifying the process. You eliminate the intermediate step, assign responsibility to another department or change the work. Don't just discuss this, but literally change the process flow. If it is a major change, it is important to test it first. For example, if you are going to make tasks easier and faster with the use of a software system, it is wise to test it on a small scale first, before rolling it out in the organization.
3. IMPLEMENT process optimization.
If it turns out after testing that the process optimization is indeed beneficial, then it is time to implement the optimization. You document the change, communicate it and, if necessary, train employees. If you only skip one step in the process, there will be little resistance from employees, but completely redesigning a process can evoke many reactions. Therefore, inform everyone about the process optimization and explain why it is being implemented. Employee support and involvement is crucial.
4. EVALUE results based on ROI.
The last step is sometimes skipped; evaluation. A process optimization may seem great in theory and during testing, but only in practice will you find out if it really is. Always evaluate on the basis of Return On Investment (ROI). So calculate what the process optimization has cost (e.g. an investment in software, equipment or employee training) and set this against the benefits (e.g. savings in time and costs or increased sales or profit).
Philip van Kemenade is marketing manager at Dysel and has daily contact with end users of software.
