We don’t need to make it complicated. In fact, simplicity really is the name of the game with process redesign. We drive that entire ethos through each element of the process to create a mindset of lean, efficient process redesign. Let’s be honest, one of the major hurdles with change management is ensuring that team members are on board, engaged and enthused to make the change. We ensure that all barriers to resistance are removed by keeping it really simple. In fact, why can’t we strive to make it fun?
A cross functional team is so important when conducting a process redesign, the right team must consist of a mix of subject matter experts and those who can deliver an outside in perspective. Just as important is to create and agree the scope of the project and what the required process outcome is. Sign-off requires a set of S.M.A.R.T targets.
Before we know how to get where we are going, we have to start by understanding where we are today. Mapping the process at this stage, including all screens if it includes IT interactions, as well as time in motion studies, will allow a top level view of exactly what is involved today. This step is the foundations that any process redesign is built upon.
Now the creativity can begin. Taking the foundation work from understanding the process in place, and the objectives set out for the project, the team can view elements of the process that either do, or do not add value. At this stage investment opportunities are appraised and the new process is proposed for sign-off. The process is stress tested against the benchmark of achieving the S.M.A.R.T objectives set out at the beginning.
The documented process is run side by side to the existing process to test implementation. At this point staff training occurs and a feedback loop addresses any elements that need refining. Once sign-off from both managers and staff is completed, the new, improved, efficient process can be implemented. Review to ensure the S.M.A.R.T objectives occur.