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How can you use BPM performance measurement to reduce cycle time?

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Business process management (BPM) is a systematic approach to improve the efficiency, effectiveness, and agility of your organization's workflows. One of the key benefits of BPM is that it allows you to measure and optimize the performance of your processes, such as cycle time, quality, cost, and customer satisfaction. Cycle time is the total time it takes to complete a process from start to finish, and it can have a significant impact on your productivity, profitability, and customer loyalty. In this article, you will learn how to use BPM performance measurement to reduce cycle time and achieve your business goals.

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Renato Donizeti da Silva - CRC Ativo - Contador / Especialista Contábil / Controladoria / Gerente

Contador | Accountant | Controladoria |Controllership | Surpervisor | Coordenador | Gerente Contábil | Contabilista |…

1 Identify your key processes

The first step to reduce cycle time is to identify the key processes that are critical for your business value and customer satisfaction. These are the processes that have the most influence on your revenue, costs, innovation, and reputation. You can use various criteria to select your key processes, such as frequency, complexity, variability, risk, and customer feedback. You can also use tools like process maps, value stream maps, or business process models to visualize and document your key processes and their inputs, outputs, and dependencies.

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Renato Donizeti da Silva - CRC Ativo - Contador / Especialista Contábil / Controladoria / Gerente

Contador | Accountant | Controladoria |Controllership | Surpervisor | Coordenador | Gerente Contábil | Contabilista | Finan?as | Especialista | Administra??o Contabilidade Fiscal Tributario | Gest?o Contábil l FP&A
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Para identificar os principais processos, é importante avaliar sua influência no valor do negócio e na satisfa??o do cliente. Considere critérios como frequência, complexidade, variabilidade, risco e feedback do cliente. Utilize ferramentas como mapas de processo, mapas de fluxo de valor ou modelos de processos de negócios para visualizar e documentar esses processos, destacando suas entradas, saídas e dependências. Essa abordagem ajuda a priorizar a otimiza??o de processos que impactam diretamente a receita, custos, inova??o e reputa??o da organiza??o.

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Eduardo Casanova

Gerente de Negocios
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Business process management is a methodology to create an environment of continuous improvement, since you are able to identify gaps and key processes to build critical routes based on objectives which at the end are based on the corporation strategies. The best way to improve is to know where you are now so it is possible to know where you want to be.

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Eduardo Humberto

CEO | CFO | Diretor | Executivo | Controller | Administrativo-Financeiro
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A aplica??o da medi??o de desempenho por meio da Gest?o de Processos de Negócios (BPM) destaca-se como uma estratégia eficaz para a redu??o do tempo de ciclo nas opera??es empresariais. Ao estabelecer métricas claras, monitorar o desempenho em tempo real e identificar áreas de melhoria por meio da análise de processos, as empresas podem otimizar efetivamente seus fluxos de trabalho. A abordagem BPM proporciona uma vis?o completa, resultando em ciclos operacionais mais rápidos, eficiência aprimorada e impacto positivo na satisfa??o do cliente e nos resultados financeiros.

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2 Define your performance indicators

The next step is to define the performance indicators that will help you measure and monitor the cycle time of your key processes. Performance indicators are quantifiable metrics that reflect the quality, efficiency, and effectiveness of your processes. You can use different types of performance indicators, such as input, output, outcome, or process indicators, depending on your objectives and data availability. For example, you can use input indicators to measure the resources and time required to start a process, output indicators to measure the results and deliverables of a process, outcome indicators to measure the impact and value of a process, and process indicators to measure the activities and steps within a process.

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Renato Donizeti da Silva - CRC Ativo - Contador / Especialista Contábil / Controladoria / Gerente

Contador | Accountant | Controladoria |Controllership | Surpervisor | Coordenador | Gerente Contábil | Contabilista | Finan?as | Especialista | Administra??o Contabilidade Fiscal Tributario | Gest?o Contábil l FP&A
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Para definir indicadores de desempenho, comece identificando os objetivos específicos de seus principais processos. Selecione métricas que quantifiquem qualidade, eficiência e eficácia. Utilize tipos variados de indicadores, como entrada para recursos iniciais, saída para resultados, resultado para impacto e valor, e processo para atividades e etapas. Considere a disponibilidade de dados ao escolher indicadores. Alinhe-os diretamente aos objetivos estratégicos e prioridades da organiza??o, garantindo que cada métrica escolhida contribua para a avalia??o abrangente do tempo de ciclo e eficiência dos processos críticos.

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3 Collect and analyze your data

The third step is to collect and analyze the data that corresponds to your performance indicators. You can use various methods and tools to gather and store your data, such as surveys, interviews, observations, logs, databases, or software applications. You can also use tools like dashboards, reports, charts, or graphs to visualize and summarize your data and identify trends, patterns, and outliers. The main purpose of this step is to understand the current state of your cycle time and compare it with your desired or expected state. You can also use benchmarks, standards, or best practices to evaluate your performance and identify gaps and opportunities for improvement.

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4 Implement and evaluate your improvements

The final step is to implement and evaluate the improvements that will help you reduce cycle time and enhance your process performance. You can use various techniques and methods to design and execute your improvements, such as brainstorming, root cause analysis, process redesign, automation, simplification, or elimination. You can also use tools like pilot testing, feedback loops, or control charts to monitor and assess the impact of your improvements and ensure that they are aligned with your goals and expectations. The main goal of this step is to achieve a continuous cycle of improvement that will enable you to optimize your cycle time and deliver value to your customers and stakeholders.

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you use BPM performance measurement to reduce cycle time?

1

2

3

4

5

1 Identify your key processes

2 Define your performance indicators

3 Collect and analyze your data

4 Implement and evaluate your improvements

5 Here’s what else to consider

Business Management

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How can you use BPM performance measurement to reduce cycle time?

1

2

3

4

5

1 Identify your key processes

2 Define your performance indicators

3 Collect and analyze your data

4 Implement and evaluate your improvements

5 Here’s what else to consider

Business Management

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