How do you apply improvement methods to complex or dynamic processes?

But more important than selecting improvement methods/tools, is focusing on studying the “as-is” state and understanding the requirements for a “to-be” state. What is the business process you want to address? Which business roles are involved? What do they need? And how do they actually work? There are several points in the different phases where connecting with the customer and end-user is a must. This includes identifying the gap between customer business needs and current performance, identifying parts of the current process that are non-value added from the stakeholder perspective, and identifying opportunities for improvement. Organizing assessment review workshops with the different stakeholders is the way to go about this.

Getting the basics right …. Seems like a simple/obvious step but often gets missed out while trying to adapt to new ways and approaches at times. Always great to explore new options out but prefer not to undermine the power of the basics, the value of the detail. Understanding a process needs those basics right to make it truly transformational. Like laying down the foundation the core building blocks that will ensure it holds true across the dynamic and diverse scenarios the business and our customers expect and a great value added from the end product/service they use.

Recognising the process type is pivotal in selecting the right improvement approach. Drawing from my experience in logistics, I worked with a company facing inefficiencies in their distribution process. We identified it as a 'complex' process due to its multiple decision points and variability in execution. This realization led us to adopt a systems thinking approach, focusing on the interrelationships and feedback loops within the process, which was instrumental in significantly enhancing its efficiency and adaptability.

Define feedback loops within the processes. You want to ensure that improvements are providing enough data that you can assess whether the intervention is achieving intended results.

Sempre comece utilizando a observa??o in loco e envolva os participantes da área na análise do processo. Essas contribui??es auxiliar?o a entender melhor as características do processo.

SIPOC is a great tool to use to understand the different parameters of the process - the process suppliers, inputs, steps, outputs, and process recipients and allows you to understand key pain points and areas for improvement. I usually combine that with APQC’s process classification framework, where processes are broken down into different levels from 1 to 5. BPMN however, is used to map the process details and specifics such as process triggers (how does the process start? what conditions are present? timeframes? etc.), process channels and systems, pathways, decisions, dependencies, internal and external participants, among others, which allow for greater understanding of the gaps between the “as-is” state and the desired “to-be” state.

Besides BPMN, it can be useful to use SIPOC to get a rough outline of all the multiple processes. I will sometimes create quick UML diagrams before doing detailed AS-IS and TO-BE diagrams.

I personally prefer to map both "as-is" and "to-be" business processes using Business Process Model and Notation (BPMN) standard for high-level as well as detailed breakdown of a process. The goal of BPMN is to provide all the participants of the process (process owners, process suppliers, process participants and process customers) with an easy-to-use and understandable unified set of elements and notations. BPMN also employs a “swimlane” diagram, which allows each lane to represent a department / functional role within an organization. A process mapped in this manner expedites analysis and problem identification. It is also increasingly important for compliance purposes, including BPMM, CMMI, ISO 9001 and others.

Process mapping was a key success factor in a project I led for a healthcare provider. We used swimlane diagrams to map out patient admission and discharge processes, highlighting the roles and responsibilities across various departments. This visual representation helped in identifying and subsequently addressing several bottlenecks and redundancies, significantly improving the overall patient experience and operational efficiency.

Although data, when sourced correctly, does not lie, it is best practice to observe the process in real time when possible. Observing the process from start to finish allows one to identify potential bottlenecks, waste, and communication barriers, to name a few elements. Try observing the processes under as many circumstances as possible to get a clear picture. For example, a company whose operations are 24/7 365 days a year should observe the process on day shift and on night shift, on the weekends and during the week days. How does night shift's performance differ from day shift? When the process is performed on Monday mornings are the challenges the same as those identified on Saturday night?

However, before you can actually use any of these process analysis tools, you should first incorporate performance measures (called Key Performance Indicators or KPIs) into your business process to help guide the effectiveness and efficiency of the process (cycle time/frequency, error rates, delay, etc.) and analyze its performance. Each identified KPI should include the measurement methodology, KPI nature, frequency, and target. Moreover, documenting the process allows you to detail the aims of the process, which roles are involved, the work instructions that are used to guide the user through each step of the process, and the RACI chart that shows the roles involved in the process, in order to identify improvement opportunities.

I agree - I added a similar point on this with the MI and metrics points. And we need this both from an “AS-IS” and design for the “TO-BE”.

In my role, I often emphasise the importance of data-driven analysis. For instance, working with a retail client, we used Pareto charts to identify the major causes of inventory discrepancies. This analysis revealed that a significant portion of issues originated from just a few suppliers, leading to targeted improvements that greatly enhanced inventory accuracy.

I wouldn’t assume where we have a good level of understanding of the “AS-IS” also means there is a good level of MI and insights to support the hypothesis. Theoretically, yes we do need it, and this should sync up, but at times and due to the nature of dynamic adaptations that the organisation might have gone through, it might not always be easily available/accessible. Where we can we should give enough time to support our hypothesis for the change - and the MI/Data comes in that space.

If there is not a known solution to the problem try using the Define-Measure-Analyze-Implement-Control (DMAIC) framework. Start off by defining the problem to be solved and explain its impact on the business. Measure how often it happens. Analyze the root causes of the problem using tools such as a Fishbone Diagram and 5 Whys. Once you have tested potential solution ideas (aka countermeasures) and identified viable ones, make a plan to implement them. Collect data to monitor their effectiveness. Is the process improving? Why or why not? Once the data shows that the process is improving document the new process, train staff, spread the gains across the company, and ensure that the old way of doing business does not resurface.

In this stage, we must remember the importance of using data, especially when dealing with larger sets. We won't always be able to tackle everything at once, especially with lean teams. With data, we can prioritize mapping and executing the steps that cause the most pain, whether for the customer or the company.

But before implementing process improvement, you need to first determine which process(es), if improved, would have the greatest positive impact on your organization (i.e., would most likely contribute to the fulfillment of your organization's goals). To do this, you should identify each core process that is necessary for your organization's performance objective / strategic target (CSF) to be achieved, and together, all the selected processes must be sufficient for all the CSF’s to be achieved. It should be noted, however, that prioritizing processes in this manner is purely for decision support. Obvious needs should be addressed first and must trump the outcome of this type of prioritization analysis for business process improvement.

Implementation is where theory meets practice. In a manufacturing scenario, we utilized the PDCA (Plan-Do-Check-Act) cycle to iteratively improve a production process. This approach allowed for continuous refinement, enabling us to adapt to unforeseen challenges and steadily increase production efficiency while maintaining quality.

I have used the Google Design framework in various organisations and have it useful to ideate and think of design options for the potential process area, that quickly helps to validate and understand the feasibility of realising the potential value/benefits of implementing the process changes.

Success in achieving the highest quality of process improvement depends significantly on effective management and continuous improvement of complex, interconnected, and cross-functional processes. By developing and implementing a robust, data-driven, and customer/employee-focused process improvement framework and methodology, you reduce process variation, improve flow, solve recurring problems, minimize wasteful activities, and create value from the viewpoint of process suppliers and customers. Continue to strive to adapt and integrate best practices, methodologies, and disciplines in business process improvement and management, while taking into account your organization's specific goals, organizational culture, and overall capabilities.

We should regularly revisit our processes, especially with the advancements in recent technologies. An example of this is the use of AI in process automation and even for customer responses.

Defining the MI and measures that will help track/monitor the changes brought in and inculcate a continuously evolving and ensuring the process remains effective and keeps adapting to the changing needs of the business.

The dynamic nature of business processes requires ongoing adaptation. A software development project I worked on is a prime example. We regularly reviewed our agile processes, using performance dashboards to track progress and efficiency. This continuous feedback loop enabled us to rapidly adapt to changing client needs and technological advancements.

I would add that you must never overlook to create the business value behind any process improvement initiative as well as the right climate for the change. By integrating change management principles into process improvement implementation, you build awareness and readiness for the change, promote understanding and commitment towards the change, and reinforce and solidify the benefits of adopting the change throughout the process improvement activities—from the Discovery Phase to the Design Phase, all the way through Deployment and Adoption. A key question to ask at the beginning of the process improvement initiative is: What successful outcomes does the CEO, HR, PMO, and most importantly, STAKEHOLDER, want from the process improvement?

In any project, the support of Leadership is critical. Make sure you are solving important problems to them. Doing a stakeholder analysis and determining their level of support can be crucial to successfully changing the process.

An often-overlooked aspect of process improvement is the human element. In one of my consulting experiences, we realized that employee engagement was as crucial as the technical aspects of process improvement. We incorporated staff feedback mechanisms and change management strategies, ensuring that the improvements were not only technically sound but also embraced by the people who would implement them daily.

In complex processes design thinking can be a useful approach where before selecting any improvement methodology one can test scenarios through design approach and showcase results in pilot phase. Once patterns are identified and nature of problem is agreed with stakeholders then one can freeze on specific improvement methodology be it six sigma or lean or combination of methodologies.