A company wants to analyze its purchasing process and in order to do so they hired a business consultant. The consultant started a process analysis and as part of that activity he interviewed the two people in charge of performing all purchases in the company. After getting their first hand information from he analyzed the process and identified the following stages.
First a requirement is received from any department of the company. Some of these may occur infrequently enough to be overlooked at first glance. Continuing to ask questions and remaining curious are the keys to finding all the possible causes. Your team will find the root cause approach invaluable for ensuring any process revisions are reliable on the first run. This runs especially true if your company has a history of recurring issues and attempted quick fixes.
However, as with the previous techniques, confirming these and other process evaluations is equally important. Observation analysis gives analysts a real-time, first-hand view of the process in motion.
As a critical point of information collection, observation reveals overlooked or undervalued steps in a process. Observers can also engage in confirming if employee recall of a process is accurate.
Interviews and process mapping sessions can be tainted with an intuition that comes with experience. As novices to the process, analysts may see and question roadblocks that a process vet has come to unconsciously bypass. Regardless of the method, observation has an important caveat: it introduces your analyst as a foreign presence that may unnaturally shape the process.
Unlike any of the other four techniques, observation will shift the analyst from an outsider to a factor in the process itself. Observers would be wise to plan ahead and clarify their role with employees. Clear expectations can help keep the process free of distortion. Even in passive observation, being conscious of this influence can allow your team to adjust their conclusions accordingly. Your team will also need to overcome their innate bias, conduct multiple sessions under varied workloads, and clearly plan what to observe.
As a final note, post-pandemic workplaces may struggle to observe remote employees. Consider using tech tools for recording the process — such as live video conferencing — to keep your team activities from slipping to the fringes of your organization.
If you have any difficult-to-explain processes, observation can cleanly record these for stronger analysis. Used in tandem with other techniques both as intel and data validation, observation can help your team navigate the process more reliably. Experience examination analysis captures the process knowledge of longtime employees. Where observation gathers information from a novice perspective, experience examination unpacks lessons learned by expert staff.
Experience-based knowledge is typically undocumented and not often discussed. Analysis of this sort can reveal critical connections between root causes and non-value-added NVA activities.
This technique aims to bring that visibility to the wider organization. With BPA tools, you will easily be able to draw up diagrams, visualize processes, share and save notes between stakeholders, create models, and implement automation features.
Here are the latest Insider stories. More Insider Sign Out. Sign In Register. Sign Out Sign In Register. Latest Insider. Check out the latest Insider stories here. More from the IDG Network. What is business process management? Thus, it ultimately ends up improving the overall performance of the business activities. Understanding, Quality and Efficiency are the three basic criterion, through which one can analyse the process and determine the areas that require change.
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