How do you prioritize and select the most promising business process improvement opportunities?

?? How do you prioritize business process improvement opportunities? Quantify! Quantify! Quantify! Over the years I have seen first hand and heard of processes being selected for improvement and organizational resources rallier around them because of reasons like this: "I always wanted to change this" ?? Customers & employees should flag the pain points ?? You should quantify how many dollars saved or earned, % increase in Net Promoter Score etc ?? Rank them from highest return on investment to lowest ?? Factor in complexity to solve and ease of implementation into your planning Matt Rebeiro - Challenge the Status Quo #BusinessProcessImprovement #ProjectManagement #LeanSixSigma #pipeline #roadmap

In the realm of Business Process Mining, following the process discovery phase, which provides transparency into the actual workflow through event log data, a conformance check is conducted. This check determines the extent to which the discovered process matches the expected process. After this, value opportunities within the business are identified for resolution. The actions taken to address these identified value opportunities constitute what is known as Business Process Improvement.

Not all business processes need to be improved. But you should examine all processes from an improvement mindset. Constantly ask: What could be tweaked to make this more effective?

Depends on what you're working on. If it's straight manufacturing, then a common unit is financial value of a loss against a zero base. Consider whether you're capacity or sales constrained, because the question of "what it's worth?" depends on factor. I've also seen an RPN type approach used where topics have a score and weighting. Not everything can be measured in money. The old Eisenhower matrix for size of prize/ease of access is a simple way to visualise and assign priority. You then need a solid execution framework to deliver results. Would expect to see a project hopper, workstreams in delivery and close out, then a monitor to ensure that the chock remained under the wheel.

Business process improvement (BPI) involves analyzing, redesigning, and optimizing workflows to enhance efficiency, reduce costs, and improve outcomes. It's about making processes work better, faster, and more effectively. When I worked with a small business, we focused on streamlining their customer onboarding process. By mapping it out and identifying bottlenecks, we reduced onboarding time by 30%, significantly improving customer satisfaction. Selecting the most promising opportunities starts with identifying areas that directly impact key business metrics and have the highest potential for improvement.

After Generating Ideas we can use the following Tools to evaluate & select best ideas to implement a) ?????????? ???????????? allows the team to quickly come to a consensus on solutions by individual ranking b) ???????????????? ?????????????????? ???????????? used to assess positive impact of each proposed idea on reaching the goal against effort, time & cost c) ?????????? ?????????? ???????????????? helps teams to consider the forces driving the change & resist the change d) ???????? ???????????? is a criteria-based matrix used to compare and evaluate multiple design options against a set of criteria e) ???????? ?????????? categorize ideas into 4 groups (Possible, Implement, Challenge, Kill) based on rough estimate of ROI&Risks involved

One aspect that is often overlooked in the process of selecting and prioritising BPI (Business Process Improvement) opportunities is the cultural readiness of an organisation to adapt and change. Even the best-laid plans can falter if there is resistance from staff or a misalignment with organisational culture. Therefore, it is crucial to gauge not only the tangible metrics and ROI, but also the 'soft' factors such as employee morale, openness to change, and alignment with organisational values. Including this layer of analysis can provide a more holistic view of the potential success of a process improvement initiative, ensuring not just short-term gains but sustainable, long-term benefits.

How do you select and prioritize process improvement opportunities? ? Evaluate processes based on how they help the organization reach its goals. ? Identify challenges and inefficiencies by asking for feedback from your team and analyzing the data. ? Choose projects with quick wins or high impact on important operations. ? Think about how long the benefits of the improvement will last - is it a one-time improvement, is it ongoing, or does it help to make the organization future-proof? Prioritize sustainable benefits over one-time benefits.

The organisational goals and objectives must be at the heart of the process. This should inform the entire process from the identification of processes needing improvement to the choice of method and execution of the improvement process. However, it must be noted that the business environment has a part to play in the decision. Economic developments and market forces constantly shape the availability and attractiveness of the opportunities.

It's about having a structured yet pragmatic approach. 1. Idea Sourcing: Generate as many ideas as possible. External perspectives, team members and tools like process mining can help here. 2. Pre-Prioritize: It's not about getting the potential spot on. Having an estimate that tells you the order of magnitude (100k/1 Mil/10 Mil) is enough to prioritze at this point. 3. Problem understanding: Do your root-cause analysis to really understand the problem (and it's impact). Interviews. Data Analytics. Process Mining. Those are your friends here. 4. Solution Development: Develop solutions to the problem. Also estimate the cost of implementation. 5. Selection & Implementation: Use a cost/benefit/risk matrix to priotize and start implementing.

Once you've defined the main KPIs and aligned the future process state with company goals, it's time to get to work in earnest. Visualising the current and desired state in process mapping is a powerful tool, it helps you to immediately see non-value adding steps and redundant feedback loops in a clear visual form. Use MIRO, for instance, to replicate the process there and alongside it you can draw the brand new one, shiny and improved. You can select if your resources and capabilities allow for evolutionary or revolutionary approach to process redesign: either you go for incremental improvements in each cycle or you reengineer the process from ground up. It's all up to you, just act!

Process mapping is a top tier method. You can use a specialized tool, or something more readily available like Visio, or even PowerPoint. The goal of process mapping is to identify dependencies between tasks so that you understand the regular flow of inputs and outputs in the course of a work process. Process mapping helps to identify obstacles to success so that team members can imagine a new, more successful way of doing things.

In my experience, modern tools like Celonis are revolutionizing process improvement. Celonis, a leader in process mining technology, provides deep insights into business processes by extracting and visualizing data from IT systems. It helps uncover inefficiencies and hidden bottlenecks, allowing for informed, data-driven decisions to optimize operations. Additionally, Celonis offers continuous monitoring, ensuring sustained process improvements and identifying further enhancement opportunities. This combination of detailed analysis and ongoing monitoring makes Celonis an invaluable tool for achieving lasting process improvements.

Not all process improvement methods explicitly require process mapping, but it is cornerstone for many. Process mapping helps visualize the steps in a process, identify inefficiencies and redundency, and close performance gaps. It's key to building a shared mental model of your process fostering better collaborative discussiona.

Muito importante para o crescimento da empresa o conhecimentos dessas ferramentas. Assim, a melhoria se torna uma consequência destas melhorias de processos e o crescimento é certeiro.

AT LSV Lech-Stahl Veredelung GmbH we helped them improve their OEE by 10% utilizing Process Mining saving 6-figures / year. The analytical power of Process Mining took away the guesswork that is usually a part of such projects. Coupled with deep domain expertise, this turned out to be a powerful combination for process improvement.

I worked with a client on and off over three years. The team doubled profitability to 15.5%. Critical success factors: 1. Great site leader 2. Aligned senior team 3. Do a few things well to completion 4. Give people time, support, tools and coaching (internal external) 5. Deal with roadblocks ahead of time 6. Solid governance structure and tiered reviews 7. Don't accept excuses 8. Ensure permanent engineering solutions in place, ideally "design out" in preference to "maintain out" 9. Have an eye on what needs to be done next 10. Celebrate success

Many companies have successfully implemented Business Process Improvement (BPI) to enhance their operations. For instance, a manufacturing company used Lean principles to reduce production waste. They mapped out their processes, identified inefficiencies, and made changes that resulted in a 30% reduction in production costs. In another case, a healthcare provider applied Six Sigma techniques to improve patient care. By analyzing data on patient wait times, they streamlined their check-in process, leading to a 25% decrease in waiting times and higher patient satisfaction. These examples show how BPI can lead to significant improvements in efficiency and quality across various industries.

Usually, this is quite hard, as only at the end of the project you start thinking about KPIs and measurements of success. Implementing such monitoring is often time-consuming when done manually or a lot of effort if there is no BI/Analytics infrastructure in place. One of the advantages of starting process improvement projects with Process Mining is that during the process, all the important KPIs were already used to better understand the potential/root cause. Later, you can reuse them to monitor the sustained value of an improvement.

It is an extension of effective tiered reviews. It's habit. If you do your pilot projects well and make it fun, people will want to be involved.

To implement and sustain Business Process Improvement (BPI), start with clear goals and a defined strategy. Involve all team members to ensure buy-in and gather valuable insights. After identifying areas for improvement, create a detailed action plan to guide the implementation. In my experience, a company I worked with saw lasting success by continuously training staff on new processes and encouraging feedback. This not only helped maintain improvements but also fostered a culture of ongoing growth. Finally, regularly review and adjust processes to keep them relevant and effective. This commitment to continuous improvement ensures that BPI becomes part of the company’s DNA.

One thing that’s easy to overlook: the impact of quick wins in business process improvement. ?? While big projects can be transformational, small, targeted improvements can build real momentum. I’ve seen how reducing just one approval step or automating a simple report can make a huge difference—not just in efficiency, but in team morale. These quick wins show people that change doesn’t have to be overwhelming; it can be achievable and valuable. ?? Plus, they build trust and lay the groundwork for tackling bigger challenges. Small steps can lead to major, lasting shifts in culture and process.

Hypothetical example of prioritizing BPI opportunities: In a tech startup, the leadership team aims to streamline operations for faster product delivery. After gathering input from teams and customers, they identify optimizing the software development lifecycle as a top priority. Impact: Estimated to reduce development cycle time by 30% and improve product quality by minimizing bugs. Feasibility: Leveraging agile methodologies already in place, implementation is projected within 4 months. Alignment: Supports the company's strategic goal of enhancing innovation and responsiveness to market demands. By focusing on this initiative, the startup anticipates accelerating product releases and enhancing competitiveness in the market.

Uma ferramenta pouco conhecida e muito útil para a melhoria de processos e otimiza??o do mesmo, é o Yamazumi. Seu significado em japonês é basicamente empilhar. Este método foi criado na Toyota, que por meio de gráficos facilitam a identifica??o detalhada dos processos produtivos e de atividades que n?o agregam valor. Desta forma, podemos observar e ajustar as fun??es do operador da acordo com a op??o mais adequada, evitando acúmulo de fun??es, distribui??es da mesma e até ergonomia. Estas atividades devem sempre serem analisadas em conjunto do gargalo no processo, para garantir a eficácia desta ferramenta.

When implementing and sustaining Business Process Improvement (BPI), consider the importance of communication. Keeping everyone informed about changes and progress helps maintain engagement and reduces resistance. In one project, we found that regular updates and open forums for questions helped address concerns and encouraged team members to embrace new processes. Another factor is celebrating successes, no matter how small. Recognizing achievements boosts morale and reinforces the value of BPI initiatives. Lastly, be patient and flexible. Change takes time, and being open to adjustments along the way will lead to more successful and sustainable improvements.