How do you analyze the gaps between your current and desired state of a process using flowcharts?

Personally, I prefer identifying multi-level process gaps. The first level involves bridging the gap between the documented process and the actual operational flow. Using flowcharts, I begin by creating a real-life process flowchart based on observations and discussions. Subsequently, I draw another version based on any existing written processes or the information provided by leaders. The second level of gaps pertains to the misalignment between the current status quo and what should be in place to achieve business objectives. To address this, a third flowchart is crafted to represent the optimal process. Comparing these three versions and starting with closing the first-level gap is a critical success approach.

After analysing more 20,000 processes, these are the 18 primary process gaps I look at: ??Communication Gap: information sharing. ??Skill Gap: Lack of expertise. ??Technology Gap: Outdated tools. ??Workflow Gap: Inefficient processes. ??Alignment Gap: Goal-employee mismatch. ??Knowledge Gap: Info disparities. ??Quality Gap: Inconsistent quality. ??Resource Gap: resource constraints. ??Compliance Gap: Regulatory issues. ??Customer Gap: Unmet expectations. ??Market Gap: Missed opportunities. ??Performance Gap: Metric shortfalls. ??Innovation Gap: Tech lag. ??Feedback Gap: Limited feedback. ??Data Gap: data handling. ??Accountability Gap: Role ambiguity. ??Risk Gap: Inadequate risk planning. ??Supplier Gap: Supplier reliability.

Process gaps are the cracks that things fall into and get lost. The trick to improving performance is to analyzewhy the crack exists and and determine how best to close it.

Process gaps are discrepancies or deficiencies between the current state of a process and its desired state. These gaps represent areas where the process is not meeting its objectives or where there is room for improvement to achieve desired outcomes. Identifying and addressing process gaps is crucial for optimizing efficiency, effectiveness, and overall performance within an organization.

S?o discrepancias entre o desempenho atual e o desejado de um processo. Utilizando fluxogramas, podemos visualizar e comparar as etapas e atividades do processo conforme elas s?o executadas atualmente e como deveriam ser conforme o estado desejado. Ao identificar as diferen?as entre esses dois estados, podemos determinar as áreas que precisam de melhorias e desenvolver estratégias para preencher esses gaps, otimizando assim o processo.

In my current position I went thru the process of an inbound contact from a potential client to a proposal being delivered. I generated a flow chart in PowerPoint and linked each symbol on the flow chart to its own page in the PPT where all the details/actions etc were documented, catagorized etc. It was a fairly easy way to capture the process and be able to collect as much detail as was desired/necessary.

While analysing the current state of the process it's vital to be realistic and look at it with a critical eye. Get feedback from involved team members as well as from external observers. What also helps is to map the process over time, seeing how much hours / days / weeks goes into each step and visualising it accordingly, would help tremendously in assessing the bottlenecks. Hold retros, where you identify what works in the current process and what could be improved. Assign clear deadlines for the process audit and finalise it with the list of action steps.

Important lessons on auditing processes after 3 years of doing it: 1. ALWAYS stick to the purpose of the audit/ evaluation at all stages. 2. Have a brainstorming session with your team prior to the mapping process and have a list of the type of data you are looking for as it saves resources. 3. Do not fail to mention the people involved in the process (even the minor ones, yes!) 4. If you observe a deviation, mention the specificities of the day as it may help during analysis. 5. Observe in on peak days and non-peak days to have a clearer idea of the process.

é fundamental seguir algumas etapas: Primeiramente, identifique as principais atividades e subprocessos envolvidos no processo. Em seguida, documente a sequência em que essas atividades ocorrem e as intera??es entre elas, utilizando fluxogramas. Durante esse mapeamento, é importante capturar também informa??es como os recursos envolvidos, os tempos de ciclo e quaisquer gargalos ou áreas de ineficiência.

Mapping your current process involves documenting each step of the process from start to finish. This can be done using various tools such as flowcharts, process diagrams, or written procedures. Begin by identifying the key activities, inputs, outputs, and decision points involved in the process. Then, create a visual representation of the process flow, detailing the sequence of steps, their interdependencies, and any feedback loops or branching pathways. Ensure clarity and accuracy in depicting the process to facilitate analysis and improvement efforts.

After a well conducted walkthrough session, it′s necessary to formalize the interview into a flowchart or narrative with all inputs/outputs/decision trees/ system support etc.. Next, it′s necessary to evaluate each step of the process and understand if the key controls are already implemented or need to be implemented to mitigate the risks. It should be highlighted that the decision arround the risks should be taken by the company (accept, share, avoid or mitigate)

The most important step is "How to identify process gaps." This involves comparing your current process flowchart with the ideal or desired state. By visually laying out each step, you can easily spot where inefficiencies, bottlenecks, or redundancies occur. Identifying these gaps is crucial because it directly informs the areas needing improvement, helping streamline processes and achieve desired outcomes more effectively.

Understanding the gaps in your process is key to improvement. You find areas that need fixing by comparing what you're doing now with what you want to achieve. Use criteria like quality and efficiency to set your goals. Mark the gaps on your flowchart, like missing steps, errors, or hand-offs between departments. This helps you create a smoother and better process.

KPIs is the primary tool to identify process gaps. BUT KPIs must be relevant for the process gaps assessment. 8 steps I recommend to identify gaps: 1.Define Objectives: Clearly outline what you want to achieve through the process. 2.Select Relevant KPIs: Choose KPIs that directly measure the critical aspects of your process. 3.Set Baseline Metrics: Establish baseline measurements. 4.Monitor in Real-Time: Continuously track KPIs or at regular intervals to detect variations. 5.Analyze Trends: Look for patterns in KPI data to spot anomalies. 6.Compare to Benchmarks: Compare your KPIs to industry benchmarks or best practices. 7.Conduct Root Cause Analysis: Root cause analysis with combination of other tools will point to the solution.

I view the process gaps as being that point in the process where 1) things are assume to get done with no specific responsible party identified 2) there are multiple paths for the actions to get accomplished. These can be described as a point where anyone can do it. To me its like sending an actionable e-mail to 5 people in the To: line. It won't get done 5 times and more often than not, it doesn't get done by anyone. Every step in a process needs the responsible party identified.

Depending on number of gaps and business stage, I use these 5 methods: 1.Impact vs. Likelihood Matrix: Create a matrix that assesses the impact (e.g., cost, customer satisfaction) and likelihood (frequency) of each process gap. Prioritize those with high impact and high likelihood. 2.Cost-Benefit Analysis: Evaluate the potential costs of addressing each gap versus the expected benefits. 3. Criticality to Business Goals: Align process gaps with your organization's strategic goals. This helps if business works on OKRs framework. 4.Pareto Principle (80/20 Rule): Identify the 20% of process gaps that contribute to 80% of the problems. 5.Customer Feedback: Prioritize gaps that are frequently mentioned in complaints.

I view the gaps as either impacting the client directly and indirectly our brand, or impacting the bottom line, or our profitability. Client experience comes first, profitability second.

focus on the ones that have the biggest impact on your goals. Start with gaps that cause the most delays or errors or cost the most money. Consider which issues if fixed would make the biggest difference to your team or customers. By tackling the most significant gaps first you’ll see the greatest improvement in your process.

To prioritize process gaps, assess their impact on organizational goals and performance metrics. Identify high-risk gaps or those with significant consequences. Consider feasibility and resource requirements for addressing each gap. Prioritize those offering the highest potential for improvement or aligning with strategic priorities. Engage stakeholders to gain consensus on prioritization criteria. By systematically evaluating and ranking process gaps, organizations can focus on addressing those with the most significant impact, driving overall performance enhancement.

90% of process gaps can be closed with 3 main elements: 1. Streamlined Workflows: Simplifying and optimizing existing processes can eliminate bottlenecks and inefficiencies. Analyzing workflow data, identifying choke points, delays due to approvals leads to smoother operations, shorter timelines, and reduced resource constraints. 2. Establishing Data-Driven Decision-Making: Leveraging data analytics and insights can help identify performance gaps and root causes more accurately. Simple visual dashboards helps forecast and prevent most process gaps. 3. Knowledge Management: Implementing robust KM practices ensures that information is captured, organized, and accessible to employees. It bridges knowledge gaps that always create process gaps.

No one likes change, so including those impacted in coming up with the solution to close the gap helps ensure adoption and support.

To close process gaps: Develop a detailed plan outlining actions. Allocate necessary resources effectively. Implement planned changes to eliminate gaps. Regularly monitor progress and key indicators. Gather feedback from stakeholders involved. Make adjustments based on feedback received. Document all changes made for future reference. Evaluate outcomes to ensure desired results.

start by addressing the biggest issues first. Implement practical solutions like streamlining steps, fixing bottlenecks or updating outdated tools. Work with your team to make changes smoothly and keep an eye on how these changes are working. It’s about making small meaningful improvements that add up to a more efficient process.