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5 Key Points for Continuous Improvement in the Life Cycles of Processes
Continuous Improvement is also known as :
Continuous Improvement,
Process Performance Improvement,
Continuous Improvement Lean,
Continuous Improvement Process,
Continuous Improvement Include,
Strategy for Continuous Improvement,
Kaizen Means Improvement,
Continuous Improvement Policy,
Continuous Improvement Site,
Kaizen Improvement Program,
Continuous Improvement Definition,
Continuous Improvement Model,
Continuous Improvement Tools,
Six Sigma,
Continuous Improvement Cycle,
Continuous Improvement Framework,
Get Info on Continuous Improvement,
Continuous Improvement Tool Kit,
Continuous Improvement Monitor,
Techniques for Continuous Improvement,
Modeling Continuous Improvement,
Continuous Improvement Library,
Continuous Improvement Permanent,
Continuous Improvement Software,
Quick and Easy Kaizen Kit,
Templates Continuous Improvement,
Planning Continuous Improvement,
Continuous Improvement Examines,
Continuous Improvement of IT,
Continuous Improvement Lead,
Continuous Improvement Compliance.
Abstract
In this document we will not discuss the multiple benefits of managing and automating
processes or the importance of these steps in terms of improving competitiveness and business
productivity. Neither will we look at software suites or applications. Instead we will focus on a
number of key general points that should be taken into account by any organization, regardless
of the sector in which it operates, that undertakes a project aimed at improving business
processes.
Five key points for continuous improvement in the life-cycle of
processes
Nowadays it is essential that companies adopt a continuous-improvement methodology that will
support a sustainable and profitable business model. This is particularly important in the
changing, competitive environment firms now find themselves faced with.
For this methodology to be effective, the company's processes need to be seen as a lever for
analyzing and optimizing the way the firm works. The simple fact of modeling and analyzing
processes (inputs, outputs, participants, activities, information flows, etc.) makes it possible to
identify points where improvements can be made (bottlenecks, downtime, unequal distribution
of work, etc.).
Moreover, when processes are well understood it is easier to determine who will be affected by
the changes associated with improvements, which in turn makes it easier to introduce and
communicate such changes. In other words, we are talking about using processes as the basis
for knowledge and change management.
Polymita Technologies recommends that the following key points for continuous improvement in
the life-cycle of processes be taken into account before initiating any project that involves
process automation and management.
1. Organize an interdisciplinary team of key people in the company.
Bring together business users and technical users.
Knowledge of processes tends to be held by different individuals who participate in different
ways, whether as suppliers or clients, as executors or in a supporting role with respect to
execution.
Processes are not confined to any specific area: they tend rather to be transversal in nature.
If a process is to be analyzed correctly, all relevant information needs to be available, including
both business information and technical information. On the basis of this broad perspective
it is possible to identify all the key factors: What initiates the process? What must be obtained?
What areas/people participate? What steps need to be taken? What rules define the pathway to
be followed? What IT applications are used? What is the information flow? What indicators have
to be taken into account?.
It is vital to get all participants talking the same language to ensure that they will end up
pursuing the same objectives. This will reduce the gap that tends to develop between the
interests of those with a business focus and those more oriented to technical issues. If this type
of approach is taken, it will be possible to properly identify, understand and reach a consensus
on all processes.
2. Analyze and model correctly by performing simulations and
making estimates using a tool that is integrated with your process
execution engine or allows results to be exported.
After defining who needs to provide information, the next step is to model and analyze the
process. A range of different tools can be considered for modeling, from basic Office tools such
as PowerPoint to more specialized software such as Visio, or tools like Aris and Adonis that are
designed specifically for use at this stage. Using a notation like BPMN can make it easier to
establish a shared language for all participants.
Coordinating different working groups is an effective way to obtain and organize the necessary
information. This step provides access to the flow that represents the process and to all of the
information needed to correctly analyze it.
If information about times and costs is also available and the tool used for modeling allows for it,
simulations of various scenarios can also be carried out to determine how effectiveness and
efficiency are impacted as we move from the process "AS IS" to a hypothetical process "TO
BE."
If the tool utilized also offers documentation functionalities, it will be possible to export different
formats (HTML, DOC, XPDL, etc.) that can be used to generate documentation about the
process. This documentation can then be published on an intranet, for example. It will also be
possible to feed the information about the flow to an execution engine, a step that guarantees a
significant improvement in the process and its standardization.
3. Import the model to the execution engine; performance of tests
and measurements, detection and correction; integration with
systems and execution; documentation.
When the model is imported to an execution engine, it brings with it all the logic underlying the
process (roles, steps, actions, etc.). At this point all the elements needed to automate the
process are in place. These include dynamic assignment rules, the data to be handled,
business rules to be taken into account when automating certain decisions, integrations to be
tackled for the exchange of information with other necessary applications, and alarms and
indicators that will be used to control the process.
The more tasks can be carried out by means of configuration without the need for programming,
the easier it will be to go on applying the concept of continuous improvement thanks to the
flexibility and responsiveness that can be deployed to deal with changes on a continuous basis.
Tests need to be carried out to check that the flow is well established with respect to
participants, the flow of information to be handled, and the steps to be taken.
4. Monitoring and auditing processes; analysis of the information
generated with working groups.
Automation brings major benefits on two levels. On the one hand, it facilitates the work of
process participants who will always know what they need to do, when and how to do it, and
what information to use. On the other hand it gives managers the information they need to make
optimal fact-based decisions.
When this information is used correctly and shared with all stakeholders, it will generate
suggestions concerning changes that can be made to improve the process and facilitate its
adaptation to evolving needs.
Greater access to information about the overall behavior of the process and the instances
executed will provide a basis for better decisions. The easier it is to access such information,
the more appropriate the resulting decisions will be.
5. Adapting the original models to the results obtained.
Based on the knowledge that will be available simply as a result of having modeled and
analyzed the process, and given the complete control possible thanks to automation (indicators,
traceability, etc.), it will be easy to decide what needs to be changed to make improvements.
The next step will therefore be to adapt the original model by implementing any improvements
that have been defined.
A good approach is to identify various possible improvements and then prioritize them based on
a cost-benefit analysis, bearing in mind that automation is bound to reduce the cost of
implementing changes.
Applying these five principles while effectively managing knowledge
and change will ensure success when it comes to managing the lifecycle
of processes.
Domingo García Caro
Polymita Technologies
info@polymita.com