Questions to be answered
- • In the process, which activities add more value to the results?
- - Basic activities
- - Critical but not basic activities
- • Are there any redundant steps that cause waste and time losses?
- • Are there any repetitions and overlaps?
- • Are there any deficiencies or inabilities in inputs?
- • Can we reduce the control points and approvals?
- • Do the process outputs coincide with the objectives?
As a result of the analysis, to keep business processes in line with the designated targets, the aim is to identify and refine unnecessary activities and in this way a base is formed for improvement suggestions. Typically the value- added period is 3% of the total time! (However, still most of the development efforts are focused on the value-added period.)
Documentation of processes
- • Process description card (Figure 5.15)
- • Main processes chart (Figure 5.16)
- • Supplier-Input-Process-Output-Customer (SIPOC) (Figure 5.17)
- • Process flow diagram (Figure 5.18)
- • Functional flow chart (Figure 5.19)
- • Value map (Figure 5.20)
- • Spaghetti diagram (Figure 5.21)
- • Process relationship map
- • Process simplification suggestions
- • Necessary conditions for quick and productive processes
- • Process responsibilities and authorities matrices
- • Process roles and job descriptions
Figure 5.15 Process description card.
Figure 5.16 Main processes chart—example.
Figure 5.17 Supplier-Input-Process-Output-Customer (SIPOC)—example.
Figure 5.18 Process flow diagram—example.
Figure 5.19 Functional flow chart—example.
Figure 5.20 Value map—example.
Figure 5.21 Spaghetti diagram—example.