Business process analysis
A matter passes through four departments, and each of them insists that everything works on its side. We show how the work really runs and where it comes to a halt.
“Every department says everything works on its side. So why are matters stuck?”
Note for decision-makers
- The process drawn as it really runs: broken down by role, with the points where it falls apart and a proposal for who is responsible for each step.
- Work passes through several departments and gets lost between them. Also before implementing a new system or AI.
- The process fits within one team and one person knows all of it. In that case, talking to that person is enough.
- Who does this work day to day? We talk to those people, not only to their managers.
What you get
- A map of the current state: start, tasks, decision points, end.
- A breakdown by role. It shows how many times a matter changes department before it is closed.
- A proposed allocation of responsibility for each step: who does it, who approves it, who needs to be informed.
- A map of dependencies between processes. The output of one process is the input of another, and that is where the problem most often lies.
- The current state set against the proposal, marking exactly what changes.
Where the difference lies
We gather processes through interviews, not from documentation. A procedure describes how things were meant to be. An interview shows how they are, including the workarounds someone devised years ago that are now the real process. The gap between the two is the first conclusion.
The drawing goes back to the team for checking before we propose anything. A map in which the people doing the work do not recognise their own work is not fit for decision-making.
How the work proceeds
We select the processes and establish who carries them out.
We talk to the people who do the work and draw the current state.
The team checks the drawing and corrects it with us.
We identify the points where a matter waits or work is duplicated.
We propose an allocation of responsibility and changes to the flow.
What you can count on
The places where work is duplicated and matters wait for no reason. The scale of savings is set by the organisational decisions the board takes on the basis of the map.
What the price depends on
The number of processes and the departments they pass through. Availability of people for interviews. Whether a map of the current state is enough or a proposal for changes is needed. Whether the material is to go into a process modelling tool on the client's side.
Let's talk about your case.
The shortest route is one sentence about what you are trying to decide. We will get back to you on whether and how we can help.
Tell us where in the company matters stay stuck the longest.
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