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Blog Human Resources How to Create a Process Improvement Plan [20+ Templates Included]

How to Create a Process Improvement Plan [20+ Templates Included]

Written by: Jennifer Gaskin Jun 12, 2023

A process improvement plan is a comprehensive and actionable document that outlines the necessary steps to enhance the efficiency, effectiveness and overall performance of processes and procedures within your company. It serves as a roadmap to identify areas of improvement, address bottlenecks, streamline workflows and optimize resource utilization.

By creating a process improvement plan , companies can proactively drive positive change, foster continuous improvement and achieve higher levels of operational excellence.

Many aspects of process improvement can benefit from visual communication tools like infographics, presentations, mind maps and more. Venngage simplifies process improvement for Learning and Development teams with user-friendly plan templates for efficient implementation and management.

Click to jump ahead:

How do you create a process improvement plan?

What are the most common types of process improvement plans, what is an example of process improvement, types of process improvement plan & examples, what are the benefits of establishing a process improvement plan, process improvement plan faq.

A well-designed process improvement plan can streamline operations, enhance efficiency and drive organizational growth. To help you navigate this crucial endeavor, here are ten essential steps to create a process improvement plan that yields measurable results:

• Identify the Goals: Define the specific objectives you aim to achieve through process improvement. For example, reducing customer wait times by 20% or decreasing production errors by 15%.
• Analyze Current Processes: Thoroughly evaluate existing workflows to identify bottlenecks, inefficiencies and areas of improvement. For instance, examine how information flows between departments or how to improve inventory management.
• Gather Stakeholder Input: Engage employees, managers and other relevant stakeholders to gather insights and perspectives on process challenges. Example: Conduct interviews or surveys, or integrate a cloud contact center solution to collect feedback on pain points and potential solutions.
• Prioritize Improvement Areas: Based on the analysis and stakeholder input, prioritize the areas that require immediate attention. This might involve identifying high-impact processes that, when improved, will have a significant positive effect on the organization.
• Set Measurable Objectives: Establish specific and measurable objectives that align with the identified improvement areas. These objectives should be quantifiable and time-bound. For example, reduce customer complaints by 25% within six months.
• Develop Action Plans: Create detailed action plans for each improvement area, outlining the steps, responsibilities and timelines for implementing changes. For instance, assign a cross-functional team to streamline the order fulfillment process and develop a timeline for completing the necessary changes. Consider having  action plan templates  in place so there you team has a framework for how to accomplish processes.
• Implement Changes: Execute the action plans while closely monitoring progress and ensuring adherence to the established timelines. Example: Introduce new software to automate manual data entry tasks and track key performance indicators.
• Measure Results: Regularly measure and evaluate the impact of the implemented changes against the set objectives. This may involve tracking metrics like cost savings, productivity improvements, or customer satisfaction ratings.
• Adjust and Refine: Based on the results, identify any gaps or areas that need further improvement. Adjust the action plans accordingly, making iterative refinements to continuously optimize processes.
• Communicate & Engage : Keep all stakeholders informed about the progress of the process improvement initiatives and encourage their ongoing involvement. Share success stories and celebrate achievements to sustain motivation and engagement.

By adhering to these useful guidelines, you will forge a formidable process enhancement blueprint that propels transformative growth within your organization. Keep in mind that process improvement is an ever-evolving odyssey and constant scrutiny and fine-tuning will safeguard perpetual triumph in fine-tuning your operations.

Process Improvement Plan Case Study

Following the steps we outlined earlier, let’s explore a hypothetical process improvement plan for a doctor’s office that constantly gets complaints from patients about how many forms they have to fill out.

Process Improvement Plan: Reducing Patient Form Burden in a Doctor’s Office

• Identify the Goals: The goal is to streamline the patient intake process and reduce the number of forms patients have to fill out, resulting in improved patient satisfaction and reduced administrative burden.
• Analyze Current Processes: Evaluate the existing patient intake process to identify the number and types of forms patients are required to complete, as well as any redundancies or inefficiencies in the process.
• Gather Stakeholder Input: Engage with patients, front desk staff and healthcare providers to understand their perspectives on form-related challenges and potential solutions. Conduct surveys or hold focus group discussions to gather feedback.
• Prioritize Improvement Areas: Identify key areas where form reduction can have the most significant impact on patient experience and administrative efficiency. For example, focus on eliminating redundant information across forms or consolidating multiple forms into a single comprehensive document.
• Set Measurable Objectives: Establish specific objectives, such as reducing the number of forms by 50% within three months, minimizing the time patients spend filling out forms by 25% or achieving a patient satisfaction rating of 80% regarding the form intake process.
• Develop Action Plans: Create action plans to streamline the patient intake process and minimize form requirements. Examples of actions may include:
• Conduct a thorough review of existing forms and identify areas of overlap or duplication.
• Consult with legal and compliance teams to ensure necessary information is captured while minimizing redundancies.
• Explore the possibility of implementing electronic forms or online pre-registration to expedite the process.
• Train front desk staff on the new streamlined process and educate them on assisting patients in completing forms efficiently.
• Implement Changes: Execute the action plans by implementing the agreed-upon improvements. This could involve revising and consolidating forms, implementing electronic forms or online pre-registration systems and providing staff training on the revised process.
• Measure Results: Regularly measure and evaluate the impact of the implemented changes against the set objectives. Track metrics such as the number of forms eliminated, time saved for patients and patient satisfaction ratings related to the revised intake process.
• Adjust and Refine: Based on the results and ongoing feedback, identify any areas that require further improvement. Refine the process by addressing any remaining pain points or bottlenecks to ensure a seamless and efficient patient intake experience.
• Communicate and Engage: Maintain open communication with patients, staff and healthcare providers throughout the process improvement journey. Inform patients about the changes and improvements made to the form intake process and encourage their feedback and suggestions for further enhancements.

By implementing this process improvement plan, the doctor’s office can minimize the burden on patients by reducing the number of forms they need to fill out, resulting in improved patient satisfaction and streamlined administrative processes. Remember that continuous evaluation and refinement are essential to adapt to evolving patient needs and ensure ongoing improvements in the patient intake experience.

You can customize this process improvement plan template to reflect the example above:

There are found major methods of process improvement that you may consider integrating into your process improvement plans. Some of these methods are used in the largest companies in the world.

A quality control method developed by a Motorola engineer, Six Sigma has become a global phenomenon and Six Sigma certification is highly sought-after in many industries. Six Sigma outlines five steps for improving existing business practices, abbreviated to DMAIC:

Here’s how a process improvement plan should be when using the Six Sigma method:

Lean & Lean Six Sigma

Lean traditionally is used by manufacturing companies, but the principles are useful across all industries and as its name suggests, Lean process improvement plans focus on reducing waste. In particular, Lean aims to eliminate any activities that do not add value to the end user of the good or service. The steps are:

• Identify value
• Map value stream
• Create flow
• Establish pull
• Seek perfection

Lean Six Sigma is the hybrid of the two methods, helping organizations improve processes through DMAIC while also eliminating waste.

Total quality management (TQM)

Total quality management (TQM) had its heyday in the 1980s and early 1990s before the advent of Lean and Six Sigma, but its main objectives are still valid today. TQM process development plans focus primarily on quality control, ensuring that the company’s output is of the highest possible quality and determining ways to make output even better.

TQM doesn’t have steps as most other process improvement methods do. Rather, it focuses on principles that should guide an organization with a TQM mindset:

• Customer-focused
• Total employee involvement
• Process-centric
• Full team integration
• Strategic and systemic
• Data-driven decisions
• Constant communication

Plan-Do-Check-Act (PDCA)

Plan-Do-Check-Act (PDCA) is a continuous change management cycle that was first established by engineer and management consultant W. Edwards Deming in the 1950s. Back then it was called a Deming Wheel , which was later modified by Japanese engineers to arrive at its current definition.

The steps involved in PDCA are obvious:

As the name suggests, process improvement refers to the task of identifying, analyzing and improving existing business processes that are often outdated or no longer efficient enough.

While the term is most often used in a business context, it can refer to any decision or actions that aim to improve a process, be it as simple as finding a shorter route on your drive to work or as complex as improving the whole customer service process of a corporation which might involve investing in a business phone system and training staff, among other things.

Back to its business context, process improvement could target wasteful spending, poor office design, IT system downtime, employee disengagement and many other issues that can doom an organization.

Process improvement can’t be effective without proper process documentation policies in place. If you haven’t documented your company’s processes yet, we can help with that. Check out these process documentation templates to get you started.

There’s more than one type of process improvement plan, which we’ll explore more in detail . In addition to the example we shared above, a process improvement plan can also consist of 6 steps:

Or 4 steps, like this one which is developed using the Plan-Do-Check-Act (PDCA) model:

These steps are, of course, quite simplified and some process improvement plans will require months or years of changes to procedures, hiring practices, training, systems, software and more.

For example, a process improvement plan for a company lacking a specific skill set in its employees can mean hiring new staff and training the existing one. In cases like this, other tools like individual development plans can be useful.

This individual development plan designed for healthcare workers is a good example of how process improvement plans can branch off into other areas.

And once the new process is in place, it’s important to communicate it to the team effectively. That could be through a  process infographic , timeline , mind map or other types of visual communication .

Customize this project communication plan to help streamline communication channels between teams working on the same project:

Another example of a process improvement plan, this nursing care plan is used in a healthcare setting only. It could be used to illustrate a new plan aimed at addressing gaps in communication and patient care. But you can use the process suggested in this plan and apply it to any industry.

This creative design process infographic would be an ideal way to share with a creative team a proposed new method of taking clients through the design process. Consider color-coding new or revised steps if creating a piece like this to share a revised company process.

Customize this action plan mind map once you’ve settled on a new process so that team members see steps involved in their tasks but also keep the main objectives in mind.

Process improvement plans are useful for organizations of all types and their output can include simple verbal instructions. But most companies benefit from creating charts, presentations and infographics to communicate a variety of aspects surrounding the plan.

Check out these process improvement plan templates that may help your organization.

Process improvement plan development examples

Developing a process improvement plan is complicated, but visual tools like infographics can make it easier for your team to grasp the steps involved.

Help your management team and employees understand the steps involved in the plan-do-check-act (PDCA) cycle with this infographic. Customize it for your needs by outlining specific actions they need to take in the bottom section.

This PDCA cycle infographic is ideal for companies that are implementing improvement plans across their organization.

Revised process examples

Once you’ve settled on a new way of doing things, explaining the new process clearly to employees (and sometimes customers) is critical. Process and timeline infographics are helpful, as they allow people to visualize the new steps.

Here’s an example of a process improvement plan to revise customer support process, built based on the PDCA concept:

Customize this project management process infographic for the new process you and your teammates are creating. Quickly change out icons for ones that apply to your business and use My Brand Kit to ensure the design aligns with your corporate identity.

Use this colorful process infographic for a new process that has several steps. Lengthen or shorten as needed to cover all the steps in your revised process. Or use a template like this to create a process improvement action plan as you begin your work.

Revised policy examples

Process development plans can easily spill over into a variety of business areas and it’s often necessary to craft new policies and procedures on the way to your new process. Infographics and other tools can help you spread the word and document these new policies.

If your new process will require added documentation that needs to be signed by an employee or their supervisor, customize this procedure infographic that explores how to submit expense claims. Change the title, content and illustrations for your needs.

Perhaps your process improvement plan revealed that nobody in your organization is prepared for a disaster or emergency. The output of your process improvement team could be a business continuity plan like this one.

Employee development examples

The success of your new process will depend entirely on your team’s ability to execute it and many organizations find that a major reason why their current processes aren’t working is that team members lack certain skills. So, employee development is often involved in executing a revised plan.

Help team members visualize the skills they need to develop by working with them to create a mind map like this one.

Customize this career planning infographic for team members as you work with them to help them build the necessary skills. While this example is about career planning in general, it’s easy to customize with specifics for your employees.

Change management examples

Humans by nature are resistant to change and your organization may find it challenging to implement a new process. These change management plans may help you communicate and motivate your team.

Follow the steps in this change management process infographic to break through your team’s stubborn adherence to old, inefficient processes.

Update this planning process infographic to help get your team on the side of change. Employees who feel they are involved in steering the company in the right direction will feel a strong sense of ownership in the entire process improvement operation.

There are many benefits of diving into a process improvement plan in your organization and the most obvious and important is to improve your company’s overall efficiency. Doing so can make the business more profitable in the long run. But that’s not where the benefits end.

The biggest benefits of a process improvement plan include:

• Employee satisfaction : More productive workers make a company more money over time, but they also gain a sense of accomplishment and self-improvement.
• Customer satisfaction : Many process improvement plans target tasks that are customer- or client-facing and making sure your customers are satisfied is crucial for any organization.
• Agility : The business landscape is constantly changing, so putting a process improvement strategy into place will equip your organization to handle future disruption.
• Safety : Efficient processes are helpful to reducing workplace accidents and repetitive stress injuries and examining the physical activities employees are doing as part of their jobs can help make them safer overall.
• Modernization : Organizations that resist technology are likely not long for the world and process improvement plans are ideal for adapting new technologies to your company’s workflows.
• Innovation : In any company, there are things you do because that’s the way you’ve always done them. But breaking those processes down to see how they function is one of the best ways to spark a new idea and create innovation in your organization.

Do you have more questions about creating a process improvement plan for your organization? We’ve got answers.

How do you propose a process improvement plan?

Communication is a critical part of process improvement. If people don’t know or understand why change is needed, it’s unlikely they’ll embrace any new processes. Proposing a process improvement plan requires an individual or small group who will own the plan’s development from start to finish and can be evangelists for the plan across the organization.

What are the contents of a process improvement plan?

In general, process improvement plans must include a definition of the process, an explanation of its steps, an identification of the ways in which it falls short, a proposed new process and a mechanism for monitoring the revised steps.

How do you find areas of process improvement?

If you knew exactly why your organization wasn’t as successful, you’d fix it right away. But finding areas of process improvement means keeping your ear to the ground and observing the organization in an objective way. Common areas of process improvement include authority overlap, constantly missed deadlines, poor quality control, physical safety issues, fixing errors rather than preventing them, employee and customer dissatisfaction and excess spending.

Enhance productivity and eliminate frustration with process improvement plans

Identifying where your company is failing in the processes used across the organization is not an easy task, as it requires dispassionate examination of how you may be falling short. But visual communication tools like infographics, mind maps and process illustrations can help communicate issues to your team and get everyone moving in the right direction.

Interested in visualizing your process improvement plans and gaining buy-in from stakeholders? Start by registering for a FREE Venngage account and choose a suitable process improvement plan to customize. Our templates are professional-looking, fully customizable and really easy to edit, even if you don’t have design experience.

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Process Improvement Plan

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Process Improvement is the proactive task of identifying, analyzing and improving upon existing business processes within an organization for optimization and to meet new quotas or standards of quality. It often involves a systematic approach which follows a specific methodology but there are different approaches to be considered.

Some examples are benchmarking or lean manufacturing, each of which focuses on different areas of improvement and uses different methods to achieve the best results. Processes can either be modified or complemented with sub-processes or even eliminated for the ultimate goal of improvement.

Process Improvement is an ongoing practice and should always be followed up with the analysis of tangible areas of improvement. When implemented successfully, the results can be measured in the enhancement of product quality, customer satisfaction, customer loyalty, increased productivity, development of the skills of employees, efficiency and increased profit resulting in higher and faster return on investment (ROI).

One of the most fundamental benefits of process improvement is a reduction in the time it takes to complete tasks through streamlining and reducing the number of steps involved. Higher quality products and services.

Process improvement leads to better customer outcomes across the board. More responsive customer service, delivering the highest quality products, and hitting your deadlines. It is all possible with process improvement. Understanding and clarifying all stages in a process ensures that all your team members know their responsibilities, and it makes it easy for them to share information and collaborate efficiently.

Some of these processes, like Six Sigma, focus heavily on data-driven change. Others such as Total Quality Management and Agile are more qualitative and emphasize the importance of building a business culture that is committed to improvement. Still others, most notably Kaizen, treat improvement as an ongoing process that should happen every day rather than taking an incremental approach to improvement.

These techniques are helpful for providing some perspective on process improvement, but you don’t need to choose one of them as the be-all and end-all of your process improvement strategy. The best methodology for your business depends on a variety of factors. You should aim to keep process improvement as hassle-free and straightforward as possible, without getting bogged down in concerns about specific methodological rules.

This process improvement plan template is primarily intended for heads of departments and divisions of the company. You can use this template to prepare a strategy to optimize your department’s business processes. For example, the first slide gives you the opportunity to present your model as a continuous cycle of improvement. The second slide is presented as a diagram and will be useful for software developers. For example, a product owner might use this slide when preparing content for a customer. The slides of this template are useful for manufacturing companies that are adopting Lean techniques. For example, these slides can be used in the automotive industry. All slides in this template will organically complement any of your presentation. You can change the design and color of the infographic as needed. The Process Improvement template can be used by managers when preparing instructions or setting weekly tasks for their employees.

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How to Create a Process Improvement Plan [With Examples]

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The world around us is constantly changing — the technologies, the availability of resources, what we value — so it’s only natural that our processes need to change too. This is especially true if you’re in a business that generates a product or service, since the efficacy of your processes affect the end result and, ultimately, the success of your business.

The need for process adaptation and improvement applies to every industry. Changes to work processes affect everything from overall efficiency to workers’ safety to ease of communication in the workplace. Assuming that every workplace will encounter the need for process updates and improvements at some point, it’s wise to build a process improvement plan blueprint so you’ll know how to implement and maintain changes when necessary.

The goal of a process improvement plan is not merely to fix one problem and be done — it’s about creating and fostering a culture and mindset of continuous improvement that becomes embedded in your organization.

What Is a Process Improvement Plan?

In business, a process improvement plan refers to the task of identifying and analyzing work processes in order to make them less wasteful, more efficient and ensure that all resources are being utilized to their maximum potential. Perhaps most importantly, a process improvement plan should address how to maximize your existing workforce’s talents to ensure that everyone feels adequately utilized, challenged and supported in their roles.

There are many methodologies that govern workplace process improvement, most of which can be used on their own or in combination with other methodologies. Some of the more well-known improvement frameworks include Training Within Industry (TWI), Six Sigma and lean operations .

Process improvement plans include any decisions, large or small, that are made for the purpose of improving workplace operations. These decisions could pertain to the physical environment, such as rearranging work spaces to facilitate better communication; or to large, systemic issues, such as high turnover rates that require an overhaul of the entire employee support framework. Any changes should be informed by a company’s strategic plan or mission.

The plan for addressing any of these issues is typically presented in a document that clearly identifies the steps required to start making improvements. Anyone involved in making improvements should have access to this document in a format that they can understand, whether that’s through visuals (such as infographics or diagrams), a written manual or training videos. Presenting this information in multiple formats can empower all employees to propose or make small changes that add up to big changes over time.

Why Is a Process Improvement Plan Important?

Process improvement plans have a range of general benefits — more efficient workflows, higher productivity — but it helps to identify specific pain points to build the most effective plan and thus experience targeted improvements.

Companies likely in need of a process improvement plan may be experiencing any of the following:

• Poor quality control measures
• Frequent production delays
• An overlap of authority
• Physical safety hazards
• A temporary “Band-Aid” approach to fixing problems
• Treating the symptom rather than the root cause
• Disengaged employees
• Dissatisfied customers
• Tight profit margins
• High employee turnover
• Inadequate knowledge transfer to incoming employees
• Lack of written processes

Once a company experiencing any of these symptoms identifies the root cause and implements a plan for continuous improvement, the benefits start accumulating:

• Higher employee engagement
• Better workplace communication
• Lower turnover
• Improved product quality
• Shorter lead times
• Higher revenue
• Lower overhead
• Improved efficiency and higher productivity
• Increased regulatory compliance
• Higher customer satisfaction
• Market agility
• Fewer workplace safety incidents
• Plant modernization
• Culture of innovation

Why Standard Work is not Standard: Training Within Industry Provides an Answer

How to create a process improvement plan.

One of the most important — if not the most important — parameters for implementing a process improvement plan is that it should not be designed for or applied to only one process.

For example, perhaps a department is experiencing a breakdown in communication between managers and frontline employees. The plan for improvement should be designed so that it can be transferred to other scenarios in other departments, not only to address this one specific problem in a specific context. Methodologies like TWI and Standardized Work are designed to be implemented in any scenario across an organization — think of them as more of a blueprint for changing your mindset, rather than discrete steps in a rigid procedure.

You must also understand that some improvement plans take months or years to result in measurable change, especially when it comes to large scale KPIs like revenue or employee retention. If changes are being made in multiple areas of the business such as production processes, hiring practices, training, policies, technology and more, it may take an extended period of experimentation and adjustment to start seeing measurable, sustainable improvements.

No matter which type (or types) of process improvement plan you implement, be sure to document each step along the way. Proper documentation will help your teams identify what’s working and what needs to be adjusted for optimal success, as well as indicate how well the plan aligns with your organization’s overall business strategy.

The following is an example of the steps an organization might take to begin implementing a process improvement plan:

• Define and identify the specific jobs, tasks or processes being targeted by the plan, as well as the eventual goals.
• Review current Work Standards and analyze the current processes by breaking them down into their most fundamental steps, identifying weak points and pinpointing any stumbling blocks or causes of inefficiencies.
• Redesign and rebuild the steps to eliminate inefficiencies and weak points , using team members’ input to inform the best approach.
• Implement the new process into daily operations.
• Monitor the efficacy of the new process by establishing a timeline and specific KPIs to measure.
• Be prepared to experiment with different approaches over time and update the process steps as needed to maximize efficiency.

It’s very important to communicate the need for the process change, as well as the fact that it’s happening, to anyone who may be impacted. Emphasize the fact that, ideally, changes should be made with them, not to them. This creates the groundwork for engaging employees in the improvement process so that their ideas are considered and used, which encourages and supports buy-in for the new improved method or process.

Stay mindful of how any changes affect other processes or departments, such as reporting structures, communication channels, emergency procedures, maintenance, employee shifts and so on.

Of course, the success of any new process depends on team members’ ability to follow and execute it. This means that the following steps may also need to be a part of the overall plan:

• Designing and deploying team training programs
• Offering employee upskilling and reskilling opportunities
• Collecting employee feedback
• Updating onboarding processes

Once the new process has resulted in measurable success (or even before), work to standardize the steps so it becomes easier to achieve the same results no matter who is carrying out the work.

Finally, it’s natural that some team members may be resistant to changes, especially if they have been used to one way of doing things for a long time. Along with effectively communicating the need for change, improvement plan implementation teams should establish how they will address employees’ concerns and rebuttals, taking all employee feedback into account and being sensitive to how different team members react to change.

Remember that the ideal process improvement plan has no end — rather, it’s meant to be a continuous drive towards improvement that becomes embedded in the overall company culture.

Common Types of Process Improvement Plans

As mentioned earlier in this article, there are a handful of formal improvement methodologies that have been deployed successfully in organizations across the globe for the better part of a century .

Lean Perhaps the most well-known type of process improvement plan, especially in manufacturing, lean is an approach to work that seeks to eliminate as much waste as possible in all processes, thereby maximizing efficiency and reducing costs. In a lean operation, all changes are made in order to deliver the highest value to the customer.

Six Sigma This method for quality control was developed by Motorola engineer Bill Smith with the goal of producing work that is 99.99966% free of defects. Six Sigma certification is a highly valued qualification across industries, with levels of expertise indicated by belt colors, similar to martial arts. At its most fundamental, Six Sigma outlines five essential steps for improving processes: Define, Measure, Analyze, Improve and Control (DMAIC).

Lean Six Sigma As the name indicates, this method is a combination of lean and Six Sigma , wherein team members improve processes through the DMAIC approach while simultaneously reducing waste.

Plan-Do-Check-Act (PDCA) PDCA is a continuous change management cycle that follows the scientific method of “hypothesis-experiment-evaluation,” as illustrated by the steps “plan, do, check and act.” The approach is attributed to both statistician Walter Shewhart and engineer W. Edward Deming, and was later adopted and iterated by the Toyota Motor Corporation. PDCA is a key element of lean management and is frequently associated with Improvement Kata , the routine practice for developing scientific thinking in the workplace.

Total Quality Management (TQM) A precursor to lean and Six Sigma, TQM focuses largely on quality control and identifying ways to improve output. Similar to lean, TQM does not have discrete steps for process improvement, but rather informs a mindset of continuously seeking ways to improve and maintain product quality.

More specific approaches like TWI and Standardized Work can be embedded into any of these frameworks and methodologies.

Process Improvement Plan Example

What follows is an example of a TWI Job Methods improvement plan for assembling a telephone handset in a production facility.

Job Methods Improvement 4-Step Method:

Step 1 – Break Down the Job

Step 2 – Question Every Detail

Step 3 – Develop the New Method

Step 4 – Apply the New Method

• List all details
• Details mean every single movement that is done. Material handling, machine work, hand work, as well as inspection, and delays are all part of the details.

P. Graupp and R.J. Wrona. 2016. The TWI Workbook: Essential Skills for Supervisors . Boca Raton, FL: Taylor & Francis Group/CRC Press. Used with permission.

• Ask who, what, when, where, why and how for every detail of the process.
• Your answers will generate new ideas for improvement.
• If details cannot be eliminated, combine, rearrange and simplify as appropriate.
• Eliminate as many details as you can without affecting the outcome.
• Don’t simplify an detail if it can be eliminated altogether.
• Work out your ideas with others. Involve all possible participants — operators, assembly workers, managers, shift supervisors, etc. Engagement and buy-in is crucial at this step!
• Sell the change to others, including frontline employees, leadership, managers, etc.
• Obtain all necessary approvals
• Put the new method to use right away
• Use the new method until a better way is found
• Give credit to everyone involved

Before Improvement

After Improvement

Whatever approach you choose to implement in your organization, the guidance of an objective consultant can be invaluable. It is possible to design a process improvement plan internally, but partnering with improvement experts can free your team members from developing and implementing a net-new plan in a vacuum.

The TWI Institute takes a people-first approach to workplace improvement, letting the needs of those who do the work inform our plan of action. Our Master Trainers are highly skilled in identifying opportunities for improvement, listening to team members’ concerns and offering objective feedback intended to increase your customers’ value and support the long-term success of your business. To learn more about our dozens of training opportunities, explore our programs or send us a message .

10 Mistakes to Avoid When Implementing a Continuous Improvement Plan

Faqs about process improvement plans.

Q: How do you propose a process improvement plan to employees? A: Communicating the need for improvement is essential for achieving employee buy-in and support. Before introducing or even identifying a plan for process improvement, gather employee feedback about their work experience, needs, concerns and objectives, then use this information to inform your choice of a plan.

Once you are ready to announce a roll-out, make sure everyone who will be affected by the changes clearly understands the need for improvement and the process for implementation. This can be communicated via an all-hands meeting, one-on-one check-ins, visual presentations, process manuals and any other appropriate communication channels. Employees should be able to easily follow up with questions for the implementation team.

The TWI Job Methods improvement training provides employees with the essential skills needed to carry out the process improvement plan. If any team member expresses resistance to change, manager training like TWI Job Relations can help supervisors address concerns respectfully and productively.

Q: What are the components of a process improvement plan? A: All process improvement plans will look different depending on the context or organization, but the basic components should include identifying areas for improvement, analyzing the discrete steps of the process in question, building a new process, implementing the new plan, monitoring for success and preparing to potentially adapt the process as needed. In terms of employee support, process improvement plans should account for any employee training, upskilling or reskilling, emergency response, safety measures, feedback collection, hiring and onboarding procedures.

Q: How do you find areas for process improvement? A: You will know your organization is likely in need of process improvements if you identify any of the following:

• Treating the symptom (the effect) rather than the root cause

Patrick began his training career at the SANYO Electric Corporate Training Center in Japan after graduating with Highest Honors from Drexel University in 1980. There he learned to deliver TWI from his mentor Kazuhiko Shibuya. Mr. Shibuya was trained by Kenji Ogawa who was trained by the four TWI Inc. trainers sent from the US to help Japan rebuild industry in 1951.

Patrick earned an MBA from Boston University while heading Sanyo’s global training effort. He was later promoted to the head of Human Resources for SANYO North America Corp. in San Diego, CA where he settled. Patrick partnered with Bob Wrona in 2001 to conduct TWI pilot projects in Syracuse, NY that became the foundation for the TWI Institute which has since trained a rapidly expanding global network of thousands of certified trainers who are now delivering TWI training in the manufacturing, healthcare, construction, energy, and service industries in the US and around the globe. These efforts were outlined in their book The TWI Workbook: Essential Skills for Supervisors, a Shingo Research and Professional Publication Prize Recipient for 2007 now in its Second Edition.

Patrick is also the author of Implementing TWI: Creating and Managing a Skills-Based Culture published in 2010, Getting to Standard Work in Health Care: Using TWI to Create a Foundation for Quality Care published in 2012 and now in its Second Edition, and Building a Global Learning Organization: Using TWI to Succeed with Strategic Workforce Expansion in the LEGO Group, a Shingo Research and Professional Publication Prize Recipient for 2015. His latest work is Creating an Effective Management System: Integrating Policy Deployment, TWI, and Kata published in 2020.

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Optimize your business processes to achieve new breakthroughs in quotas and quality standards. Use our Process Improvement presentation – including common techniques and frameworks — to be more efficient at what you do.

Slide highlights

List all benefits of business process improvement with this slide. Consider including productivity boost, employee satisfaction increase, reduced risk, compliance, client satisfaction increase, agility and technology integration.

Use this slide to communicate your strategy around accountability. Remember, that by implementing the right systems, you can track progress, have the means to assess processes, set realistic deadlines and monitor responsibilities.

With this slide, introduce your overall strategy for business process re-engineering with the purpose of increasing performance and lowering costs. Touch upon process analysis, process development and process tracking.

"Process improvement involves the business practice of identifying, analyzing and improving existing business processes to optimize performance, meet best practice standards or simply improve quality and the user experience for customers and end-users," as defined by "CIO United States."

Process improvement tools, methods and techniques include, but are not limited to:

• Root Cause Analysis
• SIPOC analysis
• Value stream mapping (VSM)
• Total Quality Management (TQM)
• Mind Mapping
• Kanban Methodology
• Gap Analysis
• Scrum Process

"Forbes" recommends the below strategies from management leaders working in different industries for reviewing and improving business processes:

Imagine doubling your output – Kyle Hermans, be courageous

"Set a regular challenge for yourself and your team to imagine this: if we had to double what we are doing right now, how would we do it and how would our current processes support that?"

Adopt objective and key results models – Karthik Krishnan, Britannica Group

"OKR models start with business objectives and then cascade into department, team and individual objectives and expected outcomes. The 'why' and 'what' are defined while the 'how' is left to the teams/employees, empowering them."

Look at it through the lens of profitability – Andy Rodosevich, Hemp Depot

"While there seems to be a negative stigma around the concept of business profitability, if small businesses are not profitable, they can't keep people employed, fulfill their contracts and ultimately keep their portion of the supply chain moving."

Be comfortable with discomfort – Scott Amyx, Amyx Ventures

"Ask yourself what does this process serve? Is it still relevant? Is it optimized? What steps can be eliminated or streamlined? Are there manual, redundant or unnecessary steps? How can technology and automation help? Change is the only constant."

Ask for suggestions – Heather Newman, Content Panda/Creative Maven

"Ask your team for their opinions and suggestions on how the company can do better. Review submissions weekly and once or twice a year (depending on engagement and the severity of the issues raised) set up a meeting to brainstorm solutions."

Application

To implement business process improvement, follow this guide, put together by project management software provider, Project Manager:

• Determine what needs to change – analyze your business process at a high level and identify necessary changes. You can uncover areas ripe for improvement by conducting a process audit to discover where issues and risks lay
• Analyze pain points – analyze prospective changes to understand how to realistically make improvements. Meditate on the following questions: What steps are creating roadblocks? What aspects are most time-consuming? Is there an undue increase in cost and resources? Is quality impacted?
• Get buy-in – get support from senior management to approve your plans for improvement. '"These improvements can take time and use resources, so without a commitment from senior management, you won't have the power to proceed," the experts say.
• Design the improvement process – redesign the inadequate part of your process and apply the improvements you deem necessary to increase efficiency.
• Make the change – implement your redesign. This may require changing existing systems, teams and processes, the experts warn.
• Review – track the progress of all improvements your venture implemented and make sure they're meeting the milestones you've set up. Also, be ready to tweak your plan accordingly as new issues arise.

"Making process improvements stick" by Kenan Institute of Private Enterprise

Studies show that companies embracing process improvement practices enjoy significant improvements in efficiency and costs, "Harvard Business Review"("HBR") reports. The University of North Carolina's Brad Staats and the University of Oxford's Matthias Holweg and David Upton examined 204 lean projects launched from 2012 to 2017 at a European bank with more than 2,000 branches in 14 countries and serving more than 16 million customers. The researchers strived to get to the bottom of why some improvements are sustained and others aren't. To achieve this, they looked at the lean initiative, started by the head office. Here is what Holweg and Upton discovered:

Questions and answers

How can a business ensure the sustainability of their process improvement projects?

A business can ensure the sustainability of their process improvement projects by continuously monitoring and evaluating the progress of the projects. This includes identifying any areas of regression and taking corrective action. It's also important to involve employees in the process and provide them with the necessary training and resources. Additionally, setting realistic goals and expectations can help in maintaining the momentum of the project.

What are the potential benefits of continuous improvement in process improvement projects?

Continuous improvement in process improvement projects can lead to significant efficiency gains. For instance, initial improvements can average around 10%, and these gains can increase to 20% after a year and 31% after two years. However, it's important to note that continuous improvement is necessary to maintain and further these gains. Without it, many projects may regress or fail to yield any improvements.

• Over the first four years, the bank launched 33 to 51 projects every six months, each involving 1,600 employees. Initial improvements in efficiency averaged 10%; the gains rose to 20% after a year and 31% after two years.
• However, despite the impressive gains, 21% of projects failed to yield any improvements. Among the 79% that showed initial improvements, many regressed: only 73% were still producing results above baseline after a year and after two years the number fell to 44%.
• The researchers examined whether projects that were initially successful could preserve the gains and show continuous improvement, but only 51% of them were continuing to improve a year after launch and after two years the figure dropped to 36%.

To interpret and explain the findings better, Holweg and Upton talked to the bank's managers in all 14 locations. The managers named visible support from board members and senior leadership as one condition needed to keep improving. Without it, frontline workers believe that the company's enthusiasm for the effort has waned, and backsliding ensues, the managers stated, according to "HBR." The need for consistent measurement and monitoring was also mentioned. "Addressing the low-hanging fruit is easy; it becomes harder in the long term," one of the bank managers shared with the researchers.

Home Blog Business How to Create Process Improvement Plan: A Guide to Optimizing Business Procedures

How to Create Process Improvement Plan: A Guide to Optimizing Business Procedures

When you run a business, staying ahead of the curve is not just a goal but a necessity. Technologies improve. Market conditions shift. Customer preferences change. Businesses that fail to keep up with these changes risk falling behind their competitors or, even worse, closing down.

That’s why every organization, no matter how well their business is running, must proactively seek opportunities for process improvement to adapt to changing times.

Table of Contents

Benefits of Working with a Process Improvement Plan

Common methodologies of process improvement, how to make a process improvement plan, what is a process improvement plan.

Ingrained processes may become comfortable and familiar, but they can hinder growth and efficiency without regular assessment and optimization. A Process Improvement Plan (PIP) helps in this regard by providing a structured approach to analyzing, optimizing, and refining existing organizational processes.

Whether it’s a manufacturing procedure or a customer service workflow, a PIP provides a systematic framework to identify areas that need enhancement and implement changes to maximize efficiency and effectiveness.

Process improvement is part of the monitoring phase of the project management lifecycle . Project managers and teams monitor project progress, performance, and key metrics. Process improvement initiatives may be initiated to enhance project outcomes if any inefficiencies or bottlenecks are identified during monitoring.

A well-executed PIP offers numerous advantages, including:

• Enhanced Efficiency: Identifying and rectifying inefficiencies leads to optimized workflows and reduced operational waste.
• Improved Quality: Streamlined processes result in higher-quality outputs and fewer errors.
• Increased Productivity: With streamlined workflows, teams can focus on value-adding tasks, leading to increased productivity.
• Cost Savings: Process improvements spot broken procedures that can have significant financial implications, ultimately positively impacting the organization’s bottom line.

Process improvement relies on methodologies to provide guided approaches and tools for identifying inefficiencies and achieving desired outcomes. While project management methodologies focus on successfully delivering specific projects, process improvement methodologies are designed to enhance ongoing operations within an organization. These two methodologies serve distinct purposes but can complement each other to drive overall business success.

Here are the most commonly used process improvement methodologies:

1. Six Sigma DMAIC Process

DMAIC is a widely embraced and structured process improvement methodology that is a key component of the Six Sigma approach. It is an evolution of the PDSA (Plan-Do-Study-Act) cycle that presents a systematic roadmap adaptable to any organization seeking “incremental improvements” on existing processes to attain superior quality and predictable outcomes.

DMAIC has five phases and stands for:

• Define the problem or opportunity for improvement.
• Measure the current performance of a given process.
• Analyze the underlying causes of problems and inefficiencies.
• Improve processes to address the root causes of the problem.
• Control improved processes by implementing the measurement plan.

The keyword in DMAIC is “incremental improvement.” While DMAIC is an effective methodology for continuous improvement and optimizing existing processes, it may not be the best fit for projects that require radical or exponential improvements or when designing entirely new processes.

Let’s see an example of this tool by using this case study: SoftTec, a software development company, is looking to improve the situation of one of its projects. One web application they created frequently experiences performance issues and crashes during peak user times, which in turn delivers a poor user experience.

• Reduce application crashes by 70% during peak hours.
• Improve the average response time by at least 40% during those peak hours.
• Enhance the overall user satisfaction based on surveys.
• List down the number of app crashes during the defined time slot per week.
• Measure the avg. response time during those peak hours per week.
• Evaluate the user feedback surveys in terms of user satisfaction with the app on a scale of 1-10.
• Insufficient server resources to handle the user demand during peak hours.
• Inefficient database queries (human error or lack of knowledge).
• Code bottlenecks or suboptimal algorithms.
• Upgrade the server infrastructure to handle increased traffic during peak hours.
• Optimize the database queries to speed up data retrieval.
• Implement code reviews and performance actions into critical parts of the process.
• Implement real-time monitoring of the performance metrics.
• Foster a culture of continuous education for the Development team.

Organizations often turn to the modified DMADV (Define—Measure—Analyze—Design—Verify) methodology for scenarios that demand significant breakthroughs, also known as DFSS (Design for Six Sigma).

2. Improvement Kata

Mike Rother introduced The Improvement Kata concept in his book “ Toyota Kata .” Drawing inspiration from the continuous improvement practices of the Japanese car manufacturer Toyota, Rother adapted and extended these principles to help organizations embrace a culture of lean production.

The Improvement Kata emphasizes the development of habits and “muscle memory” that foster a mindset of continuous improvement throughout the organization. It is not just about the “systematic pursuit of desired conditions”; instead, it seeks to instill a way of thinking that empowers employees to think more openly, experiment, and constantly seek better solutions.

This improvement methodology has four steps:

• Understand the distant direction (vision) to be achieved
• Grasp the current condition
• Establish the NEXT target condition (time-specific goal beyond your current knowledge limit)
• Experiment against obstacles to achieve the target condition

3. Total Quality Management (TQM)

Total Quality Management (TQM) is a management method born from a belief that pursuing quality should be an ongoing and cooperative effort involving everyone in an organization, from top management to the lowest-level employees and customers. It’s an evolution of various quality management approaches from Walter A. Shewhart and W. Edwards Deming, bringing together the best practices from each methodology.

The fundamental principles of Total Quality Management include:

• Customer Focus: Understand and meet customer requirements and put them at the center of all activities.
• Employee Involvement: Encourage active participation from employees in problem-solving, decision-making, and process improvement initiatives.
• Process-centered: Create well-defined and well-managed processes to ensure consistency and quality in the final output.
• Integrated Systems: Processes and functions within an organization should be interconnected and aligned toward the common goal, avoiding silos and focusing on collaboration.
• Systematic approach: Use a methodical approach to managing quality to achieve goals.
• Data-Driven Decision-Making: Eliminate guesswork and use data to ensure that quantifiable facts back decisions.
• Communication : Implement transparent communication channels within the organization to help disseminate information about quality goals, progress, and changes effectively.
• Continues Improvement: Promote the idea of the ongoing pursuit of process improvement to meet or exceed customer expectations.

While distinct in their approaches, process improvement methodologies share some common activities and principles. These activities reflect the core elements necessary to drive successful process improvement initiatives.

In this section, let’s zero in on the shared steps you can take to build an effective process improvement plan.

1. Select a Specific Process to Improve

It’s important to take a healthy dose of changes within an organization. As the famous proverb says, don’t bite off more than you can chew. Trying to implement abrupt and multiple changes within your activities may cause multiple problems, like spreading resources thinly and overwhelming your employees.

Focus on one process that has strategic significance within your organization. By selecting a specific process to improve, you can concentrate your efforts, resources, and attention, increasing the likelihood of success.

Think about the following when considering processes that need improvement:

• Which process is the most critical to the business?
• Which process offers quick wins or immediate benefits?
• Which process is causing the most significant challenges or bottlenecks?

You may use a simple prioritization matrix to determine which process improvement to focus on first.

Let’s assume you are a manager of a grocery delivery service, and you want to improve your overall customer satisfaction rate. You have identified four processes that require improvement:

Based on the prioritization matrix, it’s clear that the “Delivery Time and Efficiency” process should be the first area of improvement to focus on. Improving delivery speed and efficiency can immediately impact customer satisfaction, leading to higher retention rates and positive word-of-mouth referrals.

2. Set Goals

A project without a clear goal is often the worst kind of project. When there is no well-defined scope and set objectives, such projects encounter numerous challenges and setbacks, making measuring progress and success difficult.

It would help to follow the SMART (Specific, Measurable, Achievable, Relevant, Time-bound) formula when setting the end goal of your process improvement endeavor. This will help establish metrics and key performance indicators (KPIs) to quantify the results of the improvement efforts.

In our grocery delivery service example, the goal could be a 90% reduction in failed delivery attempts within the next two months.

3. Map the Current Process

The next step is to understand how the current workflow operates. Collaborating with the team members is paramount to gathering insights and details about each step, including the common pain points encountered.

Create a flowchart or process map that illustrates the sequence of activities, decision points, and interactions involved in the process. Then, analyze the process map to identify bottlenecks or areas where delays occur.

Here’s a possible flowchart for the grocery delivery service example.

As you can see, a delay in delivery may arise when the receiver of the parcel is not at home. A second delivery attempt constitutes additional expenses for the company, like fuel expenses.

4. Redesign the Process and Allocate Resources

After mapping the process and identifying areas that require improvement, the next step in the process improvement journey is to redesign the process. It involves making intentional changes to the existing workflow to eliminate inefficiencies.

You may consider several solutions. However, weighing your options concerning the resources you are willing to allocate is important. Consider the potential return on investment (ROI) for each solution.

In our example, the grocery delivery service may ask customers upon checkout to select a delivery date based on a fixed time window that suits their convenience. This may require several technologies, like a time slot management system. Still, it offers cost-saving benefits such as reduced delivery fleet downtime, optimally filling delivery vehicles, and reducing failed delivery attempts.

5. Test the Redesigned Process

Testing is a crucial step before implementing any process improvement plan. This step will ensure that the proposed changes deliver the desired outcomes without causing unintended negative consequences.

Test the process improvements on a small scale involving the end-users, and collect feedback. Use the data you gather to make additional changes to the plan.

Going back to the grocery delivery service, they may select a specific geographic area or a small group of customers to participate in the pilot test of the time slot management system. This allows for a controlled and focused testing environment.

6. Present and Implement

It’s time to introduce the process improvement plan and implement the changes to the stakeholders. At this stage, the organization should ensure alignment of expectations with the team members so everyone understands their roles and responsibilities. Provide training when necessary. Additionally, securing buy-in and approval from key decision-makers is essential for a successful implementation.

Using the ADKAR Model presentation can address the key elements of introducing and implementing the process improvement plan. It focuses on individual change management and helps stakeholders understand and embrace the proposed changes.

7. Monitor and Iterate 

Finally, keep looking for opportunities to optimize your workflow. As mentioned, improving your processes is an ongoing activity. So, keep assessing the performance of the redesigned process, gathering feedback, and making further improvements to enhance its effectiveness and efficiency.

Process improvement is not just an option but a necessity for organizations to stay competitive and relevant. This vital practice elevates efficiency, eliminates ineffective procedures, and reduces costs. Use the methodologies and tools we discussed in this article to systematically analyze your processes and navigate them toward the path of success.

1. Process Improvement 9 Steps Circular Diagram Template

By working with this TQM (Total Quality Management) slide deck, your organization can showcase the entire process that aligns all workgroups, regardless of their hierarchy, toward the same goal: continuous improvement. Meet the customer requirements as the core step in your organization, and then work through the 9 steps shown in this slide systematically and pursue a data-driven decision-making model. This presentation slide is ideal for introducing new employees to the methodology or innovating within your organization regarding process improvement methodologies.

Use This Template

2. Define-Measure-Analyze-Improve-Control (DMAIC) PowerPoint Template

Create powerful process improvement plans by implementing the Six Sigma DMAIC model into your organization. With a mapped layout in the first slide of this slide deck, you can go into detail by covering each phase, listing steps and tools required for its completion.

3. Six Sigma Process Improvement Plan Template for PowerPoint

Present all the stages required to accomplish a Six Sigma Process in your Process Improvement Plan Presentation. An ideal slide deck to coach new personnel into the Six Sigma methodology, with a very clear layout that helps us focus only on the key details of each stage of the process.

4. Process Improvement Action Plan PowerPoint Diagram Template

Working with an Action Plan Template for PowerPoint is an ideal measure to implement Process Improvement Strategies. 6 placeholder areas with vivid handmade illustrations make this template apt to motivate any team to push toward new horizons.

5. COBIT 7 Phases PowerPoint Diagram

A Control Objectives for Information and Relevant Technology diagram is a tool used in IT to optimize organizational practices. Companies can use the 7-phases in this diagram to evaluate quality control and reliability tactics.

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An 8-step guide for improving workplace processes

Nov 8, 2019

Most people know what it’s like to be overwhelmed at work: managing a chaotic to-do list and constant emails, developing a poor work/life balance, putting out fires, and responding to the loudest voice in the room.  

“It's easy to get caught up in a situation where you're doing so much firefighting that you don't ever have time to put out the fire permanently,” said Daniel Norton, EMBA ’19, and a co-founder of the software company LeanKit . “You don't have time to make things better. All you're doing is just getting up every day and trying to avoid disaster.”

This is a common scenario for knowledge-based workers. It’s difficult for workers to even acknowledge they are struggling, let alone find and fix the source of the problem. On the other hand, it is easy to tell when factory work goes awry: think products piling up on an assembly line, or Lucy Ricardo and Ethel Mertz frantically shoveling chocolates into their chef’s hats as sweets fly down a conveyor belt in a classic scene from “I Love Lucy.” 

Lucy and Ethel had a clear problem. They could see the work piling up in front of them. But it is hard to identify issues when the work is piling up in email inboxes. And it’s often up to workers to raise their hands and say they are struggling.

Visualizing work processes with tools like Post-it notes leads to efficiency, according to Norton and his classmate Amy Kimball, EMBA ’19. They designed a step-by-step process improvement framework as part of their Organizations Lab coursework at MIT Sloan, in which students apply what they’ve learned to a process at a company. Instead of improving one process, Kimball and Norton developed a method of process improvement that can be replicated and applied to any process.

The idea draws from dynamic work design , a framework created by MIT Sloan professor Nelson Repenning and senior lecturer Don Kieffer, who lead the Operations Lab course. Dynamic work design makes intellectual work processes visible and easier to improve. 

“Most innovations and process improvement[s] have come in physical work, in factories basically,” Repenning said. “Most knowledge work processes have hardly been designed at all. People just start doing them and then they make ad hoc changes as they go.”

“For managers, the huge potential there is to start looking at their knowledge work processes with the same level of systematization or rigor that you would with the physical work.”

Norton and Kimball tested the method at the Boston VA Research Institute , where Kimball is the CEO. 

The institute, a medium-sized nonprofit that conducts, supports, and promotes biomedical research, was struggling to improve workplace processes, Kimball said. Employees felt overwhelmed and frustrated.

The half-day initial project kicked off what is now a sustainable culture of process improvement, Kimball said. 

Here’s a step-by-step guide to process improvement, based on Norton and Kimball’s research at Boston VA Research Institute. Your details will change, but the process is the same.

1. Identify problems 

First, you need to find the problems.

Process improvement at the institute began with a half-day meeting, starting with ground rules (stick to “‘I’ statements,” don’t be accusatory, and no implying/finger pointing).

For three minutes, each employee wrote down at least four problems they saw in the organization on Post-It Notes, using one Post-It per problem. Then each person read their problems out loud and stuck the notes on a wall — a visual representation of what was plaguing workers and keeping them up at night.

Problems can’t be solved if nobody acknowledges they exist, and research shows that the longer problems linger, the harder they are to fix, Repening said.

“It basically forces people to ask for help, which is the hard skill to get in many organizations because people perceive that as a sign of weakness rather than helping the work move forward,” Repennning said. Kimball said finding common problems helped put her staff at ease.

2. Establish the backlog

Next, ask people to write down as many processes as they can think of that are plaguing them, one issue per Post-It Note. At Boston VA Research Institute, the answers were read aloud and posted in the first column of a visual process improvement board on the wall. Duplicates were stacked on top of each other to make it clear that several people thought it was a pressing issue.

The backlog made problematic processes less nebulous, Kimball said, and established what the team was working with.

3. Load up the queue

Decide what processes you are going to improve, and in what order. To begin with, Norton and Kimball recommend a manageable number of processes to improve, like five. At the institute, everyone was given the opportunity to vote for one process from the backlog they thought was most important to solve.

Early phases of process improvement should focus on low-hanging fruit, or small changes that are relatively easy to implement. For example, the institute’s team selected moving review of a document from step four to step one of a process. The institute’s team made a priority matrix determining effort and impact, and said the starting point should be low effort, low impact to increase the chances of results and reinforce buy-in.

The team took a vote on the first project and put the top five processes to change in the second column on the process improvement board.

4. Map the current process

For the first process, make your work visual by drawing a map of the entire process, from beginning to end, on a whiteboard.

Employees should avoid mapping the process as they think it should be, Norton said, and be sure to truthfully outline the current state of things.

Norton said his background in software, with clear physical steps and inputs and outputs, was an asset. “I had never in my life worked with a research institute before,” he said. “But the core of it, they had a process, right? ... And if you can find a process, you can put that into a visual workflow.”     

5. Identify one small change

As a team, identify one small way to improve the process. It is best to address areas with ambiguous hand-offs, misaligned incentives, or based on “we’ve always done it this way” mentality, Norton and Kimball said.

Suggested changes are best coming from those directly involved in a process. “If leadership pushes solutions onto the team, they may be misaligned and nobody’s going to carry them out,” Kimball said. “Let the people doing the work give it a try, and see what they organically come up with.”

Small, incremental changes are a key to the process. “We’re big believers [that it is] much better to do successful small projects and build momentum rather than try to change everything at once,” Repenning said. “If we can do a quick-win project, we get some confidence, we’re heading in the right direction … Because maybe we generated some small result, but also in that little project you learned an enormous amount that will make you more productive in the second one.”

6. Do the experiment

Implement the proposed change and see it through for five iterations. It’s okay if it fails, Norton and Kimball said, or if the team starts making other improvements organically, which is a byproduct of a problem-solving mentality. 

7. Look back and celebrate success

After the experiment had been completed five times, gather to determine if the experiment was successful. At the research institute, team members were given a survey before and after the experiment to see if responsibilities and processes were clearer.

The institute’s first change led to eliminating three instances of scanning a document, making a form e-signable, and consolidating the process from three departments to two, among other improvements. The processing time for the document was reduced by more than two weeks, and more staff members said they better understood the process and their role in completing it.  

At the end of the process, even skeptical employees were on board, Norton said.

No matter the outcome, Norton and Kimball said teams should celebrate with things like a celebratory lunch or small giveaways after their first process improvement attempt.

After celebrating success, it’s time to move on to the next process in the queue. Process improvement isn’t a one-time thing, the researchers said, and instead represents a cultural shift.

Visualization techniques, including Post-It Notes and the process improvement board — which Norton calls “artifacts of success”— should remain in sight to remind the team of what they’ve done and what is left to change.

Dynamic work design, visualization particularly, is effective because it changes the physical environment to force a new set of habits.

“People will tend to pretty quickly fall back into the same habits if you haven’t changed the physical environment,” Repenning said.

Even Post-It notes can bring about this change. “This has given us all permission, and a structure, that we can’t ignore because it’s staring us in the face every time we have a team meeting in that room. It’s on the wall,” Kimball said. “This is a forever change.” 

How to begin your own process improvement project

Repenning believes this framework is scalable and applicable to other organizations.

Some companies, especially smaller businesses, have expressed concern about taking time to hold project meetings, Norton said, but in the end, it is worth it.  “The goal here is that we’re going to free up some of the time you’re spending on an inefficient system,” he said. “Once something better is working, this will produce a positive growth of your revenue.”

Kimball said leadership should set the tone for the process, but those doing the work often have the best ideas. “I wouldn’t want someone above me to be commanding solutions on me,” she said. “My role here is to bring us together and create an environment of trust and openness, and accountability and commitment, and to empower the team to find the solutions that are probably in them but that nobody attempted yet.”

Read next: The 4 principles of dynamic work design

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7 types of process improvement methodologies you should know about

Business process improvements are methodologies in which a team evaluates their current processes and adapts them in order to increase profitability. This article highlights seven different process improvements your team can use to reduce inefficiencies and increase profit.

If businesses decided to consistently stay the same over time, many of them would collapse. Innovation requires change, and if businesses don’t change to meet customer demands, they won’t achieve much growth. 

This is why many organizations use some form of process improvement methodology to adapt their processes to customer demands.

What is process improvement?

Business process improvements are methodologies in which a team evaluates their current processes and adapts them with the intent to increase productivity, streamline workflows, adapt to changing business needs, or increase profitability.

7 types of process improvement methodologies

There are seven different business process improvement methodologies your team can use to help reduce inefficiencies. In most cases, the methodology you choose depends on why you want to improve your processes and what you’re looking to improve.

1. Six Sigma methodology

Six Sigma is often used in manufacturing, mainly because it helps minimize defects and inconsistencies. The goal here is to optimize for consistency, which in the end leads to customer satisfaction. 

There are two main processes used in Six Sigma: DMAIC for existing processes and DMADV for new processes. Since this article focuses specifically on improvements to existing processes, let’s dive into the DMAIC process. 

What is the DMAIC process?

DMAIC is a Six Sigma process used to optimize existing processes. DMAIC stands for:

Define the opportunity for improvement.

Measure the performance of your existing processes.

Analyze the process to find defects and root causes.

Improve processes by addressing root causes.

Control any improved processes and assess future process performance to correct deviations.

The bulk of the DMAIC process improvement happens during the analysis stage. During the analysis stage of DMAIC, teams use a fishbone diagram, or an Ishikawa diagram , to visualize the possible causes of a product defect. The head of the fishbone diagram states the initial problem—then as you follow along the spine of the fish, each rib lists different categories of issues that can lead to the initial problem. This type of visual analysis is a good way to identify the different issues one root cause can create.

2. Total Quality Management (TQM)

Total quality management (TQM) is a customer-focused method that involves continuous improvement over time. This technique is often used in supply chain management and customer satisfaction projects. 

TQM relies heavily on data-driven decisions and performance metrics. During the problem solving process, you use success metrics to decide how you can improve a process. 

Here some key features of TQM:

Customer-focus: The end goal of TQM is always to benefit the end customer. If your team is focused on improving quality, ask yourself how that process change may affect how end consumers experience your product.

Full-team involvement: Unlike other process improvement methodologies TQM involves the entire team—not just production. As a result, you may end up looking for ways to optimize more business-centric processes, such as sales and marketing, to benefit the end consumer.

Continuous improvement: Continuous improvement in business is the idea of making small changes with the goal of continually optimizing processes. There's a lot of variability when it comes to business, and continuous improvement helps your team adapt when outside circumstances change.

Data-driven decision making : In order to apply continuous process improvement, you must continually collect data to analyze how processes are performing. This data can help identify where there may be inefficiencies and where to focus improvement initiatives.

Process-focused: The main goal of implementing TQM is to improve processes. Other process improvement methods like Six Sigma work to minimize the amount of defects, while TQM works to decrease inefficiencies.

3. Lean manufacturing

This form of process improvement goes by many names, with lean manufacturing being the most common. It may also be referred to as Lean production or just-in-time production. Defined by James P. Womack, Daniel Jones, and Daniel Roos in the book "The Machine That Changed the World," Lean highlights five main principles based off of the authors' experiences at Toyota manufacturing. 

The 5 principles of lean

​Identify value

Value stream mapping

Create flow

Establish pull

Continuous improvement

4. Continuous improvement (kaizen)

The Japanese philosophy of kaizen guides the continuous improvement model . Kaizen was born from the idea that life should be continuously improved so we can lead more satisfying and fulfilling lives.

This same concept can be applied to business—because as long as you are continuously improving, your business can become more successful. The goal of continuous improvement is to optimize for activities that generate value and to get rid of any waste. 

There are three types of waste that kaizen aims to remove: 

Muda (wastefulness) : Practices that consume resources but don’t add value.  

Mura (unevenness): Overproduction that leaves behind waste, like excess product.

Muri (overburden): Too much strain on resources, such as worn out machinery or overworked employees.

5. Plan Do Check Act (PDCA)

The PDCA cycle is an interactive form of problem solving. It's used to improve processes and implement change. PDCA was created by Walter Shewhart when he applied the scientific method to economic quality control. Later, the idea was developed even further by W. Edwards Deming, who expanded on Shewhart's idea and used the scientific method for process improvement in addition to quality control. 

There are four main steps to the PDCA cycle:

Plan : Decide on the problem you would like to solve, and create a plan to solve it.

D​​​​o: Test and implement the plan at a small scale.

Check: Review how the actions in the Do stage performed.

Act: After reviewing the results of the test, decide whether or not you want to implement the change at a larger scale.

PDCA is an improvement cycle. This means that these steps can be repeated until your team reaches the desired result.

6. 5 Whys analysis

The 5 Whys analysis is a process improvement technique used to identify the root cause of a problem. It's a really simple process in theory: you gather a group of stakeholders who were involved in a failure, and one person asks: "Why did this go wrong?" Repeat this question approximately five times, until you get to the root cause of an issue. The 5 Whys analysis aims to identify the issues within a process, but not human error. 

Here's an example:

Problem: There was an increase in customer complaints regarding damaged products.

"Why did this happen?" Because packaging was not sufficient enough to protect the products.

"Why was the packaging not sufficient enough to protect the products?" Because the team testing packaging did not test past a certain level of stress.

"Why did the team not test the packaging further?" Because current standard processes indicated that the testing indicated was sufficient.

"Why did the current standard process indicate that this testing was sufficient?" Because this process was created for a previous product, and not this current product that is coming back damaged.

"Why wasn’t there a new process for the new product?" Because the project template for launching new products doesn’t include stress testing the new packaging. 

You can see from this example that the team asked “Why” until they identified the process error that needs to be fixed—in this case, adding a “stress test new packaging” step into their product launch template . When working with stakeholders in processes like this, it's important to identify the issues, and co-create next steps together so that your production can improve.

7. Business process management (BPM)

Business process management, or BPM , is the act of analyzing and improving business processes. Much like any organic being, businesses grow and shift over time. Your team may have implemented processes that worked when your team was small, but as you grow those processes may not scale in a way that allows your team to be as efficient as possible. 

Most of the time, BPM helps teams identify bottlenecks, ways to automate manual work, and strategies to improve inefficiencies. There are five main steps to business process management.

Analyze: Look at your current processes and map them from beginning to end. This is commonly known as process mapping.

Model: Draft out what you want the process to look like. Ideally, you'll have found any inefficiencies in the first step, and you can draft how you would like to solve them in this stage.

Implement : Put your model to action. During this stage, it's important to establish key success metrics so you can gauge whether or not the changes made were successful.

Monitor: Decide whether or not your project is successful. Are the success metrics you identified in step three improving? 

Optimize: As the process evolves, continue looking for inefficiencies in your process and continuously optimize as you go.

Manage process improvements to increase productivity

As a team lead, one of the most valuable things you can bring to your team are clearer processes and better workflows . When used effectively, process improvement increases your team's productivity and decreases inefficiencies. 

To increase clarity and improve processes, try work management. Work management tools like Asana can help you take your team’s productivity to the next level by standardizing processes, streamlining workflows, and keeping your team in sync.

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Corporate Process Improvement Template

Number of slides: 10

Process Improvement methodologies focus on identifying, analyzing and redesigning current activities in the workflow to obtain a better performance for the entire company. The continuous improvement of business activities is an ongoing process that should be implemented throughout the organization to achieve outstanding results. As a project manager, you can use the Process Improvement Cycle, Process Improvement Framework and Key Process Timeline from this corporate template to get everyone on board.

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Free Process Improvement PowerPoint Template

Process improvement cycle slide.

Follow the four steps of the Process Improvement Cycle to identify opportunities in the workflow, analyze which actions can be improved, execute the plan and review if the changes are working for the company. This presentation slide offers a diagram to summarize the key findings of each phase and show your audience an overview of your analysis.

Process Improvement Framework Slide

Also part of the Six Sigma Project Methodology, the DMAIC framework can be applied to any project that aims to implement a business process initiative and constant improvements. This slide presents the DMAIC phases Define, Measure, Analyze, Improve and Control arranged in two horizontal rows where you can use the short text boxes to indicate relevant data.

Key Process Timeline

Once you’ve identified a key workflow process, describe the sequence of tasks needed to perform it and detail the actions that take place in each step. Our 5 stages timeline is useful to show your team where the changes are going to be implemented and how they will improve the process on a bigger scale.

Internal talent is your best resource

Rely on the experience of your employees to understand the details of each process. They know better than anyone how the tasks are performed and may have bottlenecks already identified.

Involve everyone in the continuous improvement process

The success of the process improvement methodology lies on communication and teamwork. Every process follows another and your employees need to be aware of how their performance affects the workflow.

One step ahead of your competitors

Business Process Improvement, if done right, ultimately leads to productivity increases and cost reductions, which translates into competitive advantages for your company.

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11 Ideas for Process Improvement: Examples & Tips

You’re running business processes on a daily basis, and so, it’s easy to fall into the mentality of “It’s how we’ve always done it.” By implementing ideas for process improvement, you can dramatically increase your business’ efficiency, save costs, and reduce mistakes.

Knowing process improvement methodologies is a great place to start because it provides you with a way to execute upon a process improvement plan. In this article, we will look at process improvement ideas for work and see how automation solutions can help put them in action.

1. What is Process Improvement?

2. What are the Benefits of Process Improvement?

3. What are Ideas for Process Improvement?

4. What are Process Improvement Examples?

5. What are Process Improvement Techniques?

6. Closing Thoughts

What is Process Improvement?

Process improvement is the act of identifying, analysing, and enhancing existing business processes. The goal is to optimise performance and improve upon standards that will result in better quality and user experiences for end users/customers.

Business process improvement makes it possible to:

• Generate better quality projects
• Reduce the consequences of human/manual errors
• Eliminate and remove waste
• Expedite process and project completion
• Limit friction

By reducing waste, streamlining steps, and minimising errors, everyone that interacts within and outside of the business gets to benefit.

What are the Benefits of Process Improvement?

Speaking of benefits, let’s outline what you stand to gain by putting in practice the upcoming ideas for process improvement:

1. Increased Productivity

Business process improvement tends to entail the deployment of automation software to streamline processes. As a result, companies get to benefit from greater productivity.

In fact, research showed that workers spend an average of 520 hours annually taking care of repetitive tasks that could instead be automated.

2. Enhanced Customer Satisfaction

The goal of any business is to satisfy and add value to its customers’ lives. With process improvement, customers get to gain from better customer service, as well as improved product quality. As a result, customer satisfaction increases.

3. Improved Employee Satisfaction

Along with happy customers comes happier employees as they no longer have to waste time on manual, repetitive, and monotonous tasks. Instead, they can allocate their efforts towards creative, strategic, and greater value add responsibilities.

4. Reduced Risk

Process improvement with automation can lead to greater internal control, visibility, and transparency. This means that companies are able to reduce their risks associated with security, safety, compliance and more.

What are Ideas for Process Improvement?

Now you may be wondering, how can you get started with process improvement to reap the aforementioned benefits and more?

We’re going to share a few ideas for process improvement. With these ideas in mind, consider your own business’ functions to see what project improvement ideas are most fitting and relevant.

Along with this list, keep in mind that process improvement is especially useful for finance functions, such as reconciliations, regulatory reporting, revenue management, expense analytics, and more.

1. Tracking Time and Analysis

At the heart of every process your business runs sits the people that do the work. Oftentimes, procrastination will cause business processes to be thwarted or result in added waste.

With the rise of remote workers and the distaste for micromanagement, time tracking and analysis software can be of service.

Such software is able to provide screenshots as proof of work, automatically generated timesheets, and time reports that help managers and stakeholders understand where employees’ time is being spent.

2. Team Performance Monitoring

While time tracking can offer immediate benefits and improvement opportunities, it’s also useful to monitor team performance. To quantify performance, you can use project status tracking to figure out where bottlenecks may exist.

To overcome bottlenecks, automation solutions can be used to streamline processes and offer each responsible party with greater visibility into what’s needed of them at any given time.

3. Project Management Process

Most business processes are repetitive by nature. As such, it’s effective to designate a project management process so that every key stage is clearly broken down into its phases.

This also helps to ensure that every individual who is involved in a part of the process is aware of what they have to do. Automation software is useful for this too because you get to visualise processes, map them out, and assign roles and responsibilities by doing so.

4. Communication

As with any good relationship, including business relationships, communication is the primary foundation. With poor communication between departments and colleagues, processes can get stuck and important details may fall through the cracks.

By improving communication and collaboration (as with automation software and tools), you can work smoother and better.

5. Eliminate Waste

A primary method to improve processes is to identify and eliminate waste that stem from inefficient processes.

To begin identifying waste, you should look out for: excess processing, reporting, overproduction, unused inventory, defects, stuck products, unnecessary moving of product, ineffective motion of people, and underutilised or non-utilised talent.

6. Reduce Costs

Like eliminating waste, it’s also possible to improve processes by reducing costs. Cost reduction can be found by removing unnecessary or duplicate tasks, automating manual tasks, and reviewing the flow of processes to ensure that the order of tasks are designed as best as can be.

7. Improve Process Visualisation

Another idea to improve processes is to start by visualising processes to gain a deep understanding of processes.

Process visualisation makes it possible to see the various steps, the people involved, and the time it takes to run through each step. By visualising the process, you can identify inefficiencies, bottlenecks, or issues.

8. Revenue Generation

Like cutting costs, you can also aim your process improvement efforts to generate increased revenue.

To do so, you can explore ideas like: creating new services or products, expanding your markets, marketing to existing customers creatively, expanding partnerships, and improving relationships within the business.

9. Quality Improvement

Another go-to method for process improvement is to focus on bettering the quality of services and goods. Automating processes is a great way to reduce mistakes and thereby increase the output’s quality. Another method to identify inefficiencies is to practise the “5 Whys” to find the root cause of any quality defects.

10. Efficiency

A focus on efficiency means that you’ll look to eliminate redundant work, reduce meetings to those that are necessary, ensure supplies are provided as required, and streamline approval processes.

11. Review and Optimise

As you execute upon your ideas for process improvement, remember that continual process improvement is the name of the game. As such, you can constantly review and optimise processes.

With automation software, this becomes easier to do because you’ll be able to access up-to-date insights and recognise where process improvement possibilities lie.

What are Process Improvement Examples?

Ideas for process improvement can be best understood by reviewing some examples. Here’s a look at what’s possible:

1. Data Accuracy:

Mistakes are commonly occurring due to data inaccuracy and manual data entry errors. Correcting these mistakes can save time, money, and damage in the short and long-term. Automation software can collect, connect, and standardise data needs in less time with greater accuracy.

2. Extra Processing

Time is wasted having to re-enter data, create reports, budget, and scan paper documentation. This leads to bottlenecks and delays.

3. Waiting Time

System downtime and managerial approval is another way that processes get stuck in limbo. With automation software, processes flow smoothly plus the data can be stored securely in the cloud so available remotely if needed. If they hit any snags, the necessary people are notified to keep the process moving along.

4. Overproduction:

A key issue in many businesses is overproduction. Whether it be in terms of products or paperwork, overproduction leads to waste and extra unnecessary costs.

What are Process Improvement Techniques?

There’s a long list of process improvement methodologies to try when you’re seeking to make your business run more efficiently.

To get a general overview, here’s a quick summary of popular process improvement techniques:

PDSA stands for: Plan, Do, Study, and Act. It entails defining the problem and ideating solutions, implementing the chosen solution, analysing its effectiveness, and then adding the change as part of the standard procedure for work.

5S is a process improvement technique for better safety and efficiency. It covers a series of steps including: Sort, Set in Order, Shine, Standardise, Sustain.

3. The 5 Whys

To find the root cause of an inefficiency, ask “Why” five times in a row to get to the bottom of it.

Closing Thoughts

Once you have these ideas for process improvement in mind, it’s time to get to making your business run better. Process improvement is intended to be a recurring activity. With that said, once you implement an improvement, be sure to monitor the outcome to make sure that your desired results are the reality.

Automation software can be your holy grail to achieve process improvement on multiple levels. From helping you visualise existing processes to managing manual and error-prone tasks and analysing outcomes, automation bridges the gap between existing processing and your to-be processes.

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This complete deck acts as a great communication tool. It helps you in conveying your business message with personalized sets of graphics, icons etc. Comprising a set of thirty eight slides, this complete deck can help you persuade your audience. It also induces strategic thinking as it has been thoroughly researched and put together by our experts. Not only is it easily downloadable but also editable. The color, graphics, theme any component can be altered to fit your individual needs. So grab it now.

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This lean modification process improvement ppt powerpoint presentation complete deck with slides acts as backup support for your ideas, vision, thoughts, etc. Use it to present a thorough understanding of the topic. This PPT slideshow can be utilized for both in-house and outside presentations depending upon your needs and business demands. Entailing twenty seven slides with a consistent design and theme, this template will make a solid use case. As it is intuitively designed, it suits every business vertical and industry. All you have to do is make a few tweaks in the content or any other component to design unique presentations. The biggest advantage of this complete deck is that it can be personalized multiple times once downloaded. The color, design, shapes, and other elements are free to modify to add personal touches. You can also insert your logo design in this PPT layout. Therefore a well-thought and crafted presentation can be delivered with ease and precision by downloading this lean modification process improvement ppt powerpoint presentation complete deck with slides PPT slideshow.

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Continuous Process Improvement Action Plan Ppt PowerPoint Presentation Complete Deck With Slides

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Six Sigma For Continuous Process Improvement PowerPoint Template Ppt PowerPoint Presentation Complete Deck With Slides

If designing a presentation takes a lot of your time and resources and you are looking for a better alternative, then this Six Sigma For Continuous Process Improvement PowerPoint Template Ppt PowerPoint Presentation Complete Deck With Slides is the right fit for you. This is a prefabricated set that can help you deliver a great presentation on the topic. All the twelve slides included in this sample template can be used to present a birds eye view of the topic. These slides are also fully editable, giving you enough freedom to add specific details to make this layout more suited to your business setting. Apart from the content, all other elements like color, design, theme are also replaceable and editable. This helps in designing a variety of presentations with a single layout. Not only this, you can use this PPT design in formats like PDF, PNG, and JPG once downloaded. Therefore, without any further ado, download and utilize this sample presentation as per your liking.

4 Quadrants Of Time Management Matrix Process Improvement Ppt PowerPoint Presentation Complete Deck

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Share a great deal of information on the topic by deploying this configuration governance improvements process ppt powerpoint presentation complete deck. Support your ideas and thought process with this prefabricated set. It includes a set of eleven slides, all fully modifiable and editable. Each slide can be restructured and induced with the information and content of your choice. You can add or remove large content boxes as well, to make this PPT slideshow more personalized. Its high-quality graphics and visuals help in presenting a well-coordinated pitch. This PPT template is also a resourceful tool to take visual cues from and implement the best ideas to help your business grow and expand. The main attraction of this well-formulated deck is that everything is editable, giving you the freedom to adjust it to your liking and choice. Changes can be made in the background and theme as well to deliver an outstanding pitch. Therefore, click on the download button now to gain full access to this multifunctional set.

Communication Process Flowchart Employee Team Improvement Ppt PowerPoint Presentation Complete Deck

Presenting this set of slides with name communication process flowchart employee team improvement ppt powerpoint presentation complete deck. The topics discussed in these slides are employee, team, improvement, communication, production. This is a completely editable PowerPoint presentation and is available for immediate download. Download now and impress your audience.

Improving Investment Process Powerpoint Slides Background Designs

This is a improving investment process powerpoint slides background designs. This is a four stage process. The stages in this process are improving investment process, creating investment awareness, development competition portfolio, building investment foundation.

Improved User Experience Visual Process Flow Ppt Slides

This is a improved user experience visual process flow ppt slides. This is a six stage process. The stages in this process are improved user experience, visual process flow, crystal report, sage advisor upgrade, sales operations, customer invoice.

Sample Of Five S Continuous Process Improvement Powerpoint Slide Background Picture

This is a sample of five s continuous process improvement powerpoint slide background picture. This is a ten stage process. The stages in this process are sort, sustain, standardize, continuous process improvement, discover and model, analyze, execute, design and deploy, shine, set in order.

Sales Improvement Areas Process Flow Chart Diagram Powerpoint Layout

This is a sales improvement areas process flow chart diagram powerpoint layout. This is a seven stage process. The stages in this process are prospecting, contacting, presenting, needs analysis, objection handling and negation, closing, servicing and maintaining client relationship, up and cross selling.

B2b Sales Improvement Process Funnel Diagram Powerpoint Ideas

This is a b2b sales improvement process funnel diagram powerpoint ideas. This is a six stage process. The stages in this process are marketing qualified leads, sales accepted leads, opportunities, customers, leads, visits.\n\n\n

Business Process Improvement Example Of Ppt Presentation

This is a business process improvement example of ppt presentation. This is a two stage process. The stages in this process are business process improvement, business process optimization.\n\n\n

Improved Sales Productivity Process Diagram Ppt Sample

This is a improved sales productivity process diagram ppt sample. This is a five stage process. The stages in this process are 360 view of the customer, repeatable sales process, consistent online offline experience, effortless forecast and pipeline analysis, maximizing customer value.

Sales Process Improvement Diagram Powerpoint Graphics

This is a sales process improvement diagram powerpoint graphics. This is a six stage process. The stages in this process are sign off, understand your specific needs, review, agree improvements, implement improvements, assess current competencies.

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Process And Technology Improvement Presentation Graphics

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Improve Customer Service Process Ppt Background Graphics

This is a Improve Customer Service Process Ppt Background Graphics. This is a eight stage process. The stages in this process are improve knowledge of customer, increase production capacity, improve skills and knowledge, increase knowledge of governance, improve customer service process, improve safety of physical plants, update marketing, improve relations between departments.

Process Improvement Layout Good Ppt Example

This is a process improvement layout good ppt example. This is a six stage process. The stages in this process are initiate, explore, improve, goal, tool, analysis.

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Company Performance Improvement Process Ppt Powerpoint

This is a company performance improvement process ppt powerpoint. This is a six stage process. The stages in this process are root cause conflict identification, root cause conflict elimination, improvement plan execution, current situation, implementation plan, future situation.

Value Stream Mapping Process Improvement Slide Ppt Samples

This is a value stream mapping process improvement slide ppt samples. This is a eight stage process. The stages in this process are considers the whole value stream, identifies non value added between processes, improvements to system are usually significant but difficult to achieve, enables long term strategy to be planned, considers on a single process, identifies non value added within a process, improvements to process are usually small but very easy implement, enables short term tactical.

Sales Process Improvement Series Powerpoint Slide Backgrounds

This is a sales process improvement series powerpoint slide backgrounds. This is a seven stage process. The stages in this process are business, management, marketing, arrow, funnel.

Rapid Process Improvement Template Ppt Samples Download

This is a rapid process improvement template ppt samples download. This is a five stage process. The stages in this process are research, validation, requirement, review, prototype.

Dmaic Improvement Process Powerpoint Templates Download

This is a dmaic improvement process powerpoint templates download. This is a five stage process. The stages in this process are toll gate review, define the opportunities, measure the performance, analyse the performance, improve the performance, control the performance, activities to be executed at each phase, relational tools techniques acquired, expected deliverables at each phase.

Process Improvement Sipoc Powerpoint Slide Design Ideas

This is a process improvement sipoc powerpoint slide design ideas. This is a five stage process. The stages in this process are customers, output, process, input, suppliers.

Five Activities To Improve Process Ppt Sample Download

This is a five activities to improve process ppt sample download. This is a five stage process. The stages in this process are activities to be executed at each phase, relational tools techniques acquired, expected deliverables at each phase, define, measure, analyse, improve, control.

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This is a dmaic improvement process chart good ppt example. This is a five stage process. The stages in this process are dmaic, control, improve, analyze, measure, define, control and monitor your improvement, project initiation document and project selection, define the problem and what customer requires, improve the process to remove causes of defects, analyze the data and discover causes of defects, measure the defects and process operation, implement process control, prepare roll out solution, project closure, select project ctos, create project charter, develop high level process map, identify solution, refine and test solution, cost benefit calculation, identify root causes, validate root causes and determine vitalfew, quantify the opportunity, identify project out put metric, develop data collection plan, establish process baseline.

Dmaic Process Control And Improvement Chart Sample Ppt Presentation

This is a dmaic process control and improvement chart sample ppt presentation. This is a five stage process. The stages in this process are toll gate review, define, the opportunities, measure, the performance, analyse, the performance, improve, the performance, control, the performance, activities to be executed at each phase, relational tools techniques acquired, expected deliverables at each phase.

Improve Process Powerpoint Slide Design Templates

This is a improve process powerpoint slide design templates. This is a five stage process. The stages in this process are business, marketing, icons, strategy.

Quality Strategy For Improving Processes Powerpoint Slide Introduction

This is a quality strategy for improving processes powerpoint slide introduction. This is a four stage process. The stages in this process are six sigma, defect reduction, cycle time reduction, dmadov, cross function process mapping, dmadv, dmaic, dsss, cfpm, developing six sigma software, define measure analyze improve control, define measure analyze design verify, define measure analyze design optimize verify, improving cross functional processes, software development, improving existing cross functional processes, designing new processes, design and manufacture.

Set Of Techniques For Process Improvement Powerpoint Slide Inspiration

This is a set of techniques for process improvement powerpoint slide inspiration. This is a six stage process. The stages in this process are trained individuals, customer focused, data driven approach, project by project, engagement, bottom line, benefits of six sigma.

Strategy For Improving Processes Powerpoint Slide Designs Download

This is a strategy for improving processes powerpoint slide designs download. This is a five stage process. The stages in this process are arrows, process, business, marketing, management.

Strategy For Improving Processes Powerpoint Slide Download

This is a strategy for improving processes powerpoint slide download. This is a four stage process. The stages in this process are spaghetti chart, spaghetti diagram also used to described movement of people in a factory or office motion is waste.

Six Tools For Process Improvement Powerpoint Templates

This is a six tools for process improvement powerpoint templates. This is a six stage process. The stages in this process are bottom line, trained individuals, customer focused, engagement, project by project, data driven approach.

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Process Strategy

Business Process Improvement or BPI occupies a crucial place in business presentations. Thus, to help you present your point in neatest possible way, we bring to you pre-made Process Improvement PowerPoint Template. Professionally created under the guidance of field experts, you get most authentic way to add life to your message. Fully customizable and pre-formatted, using the set is completely free from any hassle.

Best for illustrating any of the major and minor points of the process improvement, this set is adjustable to your needs. Whether you are to elaborate on the four essential elements of business or focus on six dynamic interconnections to which they deal, you can depend on the set completely. It is basically a perfect combination of exquisite graphics and innovative designing. With a slight modification of the designing elements and inclusion of content you’re all set to face your audience. You don't just get to visually communicate you message but actually get to add unique effectiveness to the information.

Convenient to choose the color, font shape and typeset, you enjoy the liberty to modify the entire slides just the way you want. Including content is equally easy. Where to place the content is also up to you. This makes it a real fun to create your visual aids! You have no technical issues to face. Nor have any need to appoint a designer especially for the purpose. Just by introducing slight changes and placing the content, you’re all set to mesmerize your audience.

Process Improvement is an essential aspect of organizational development and business processes betterment. In other words, it is a methodical approach for achieving efficient results at corporate level by enhancing all its underlying processes. In introducing the improvement, it involves a progressive step of identification and analysis of the existing modus operandi on the basis of which the modifications are made. The entire course of action basically aims at achieving the goals and objectives or best results at various levels. It takes into account all four important elements of business namely - organizations, people, processes, and technologies. At the same time, it optimizes six dynamic interconnections that are governing, architecture, enabling & support, emergence, human factors, and culture.

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PROCESS IMPROVEMENT

Dec 20, 2019

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DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT. PROCESS IMPROVEMENT. PREPARED BY: Assoc. Prof. Dr. Jegak Uli. OBJECTIVES. 1. Process and process focused strategy 2. Process characteristics 3. Concepts of process management

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DCE5131 QUALITY IMPROVEMENT IN HUMAN RESOURCE DEVELOPMENT PROCESS IMPROVEMENT PREPARED BY: Assoc. Prof. Dr. Jegak Uli

OBJECTIVES 1. Process and process focused strategy 2. Process characteristics 3. Concepts of process management 4. Six ingredients that are essential for managing any type of process 5. Identify and manage key processes 6. Strategies for process improvement? 7. Flow chart

INTRODUCTION • An input-output phenomenon • Input = resources; output = products & by products Figure 1: Fundamental Product Process Relationship

WORK PROCES • A process is defined as the sequential integration of people, materials, methods, and machine in an environment to produce added outputs for customers. A process convert measurable inputs into measurable outputs through an organized sequence of steps. Four group or people are involved in the operation and improvement of processes (Tenner and DeToro, 1994): • Customers – the people for whom the output is being produced • Work group – the people who work in the process to produce and deliver the desired output • Supplier – the people who provide input to the work process • Owner – the person who is responsible for the operation of the process and for its improvement

INTRODUCTION • Two general types of strategies exist for creating products that meet or exceed customer needs and expectations: (1) process focused or (2) product focused. • Process focus : how we design and build our products (i.e., how we combine inputs and processes). • Product focus : what we design and build. • Concern and formulate strategies for both process and product.

PROCESS • PROCESS: A bound set of interrelated work activities, each having prescribed inputs and outputs. • Can be material, equipment, other tangible objects, or various kinds of information, are converted by a series of activities into an output provided to a recipient. • RECIPIENT: • -> can be either an external or internal customer. • -> An external customer is a person or organization that pays for the service or products received. An internal customer can be a department, a group (in case of an internal operation), or some other processing equipment and machinery. • -> can be a location where the process's outputs are stored for future use (e.g, a warehouse).

PROCESS Figure 2: A simple process • Processes typically cut across functional boundaries in an organization • This simplified definition of a process needs expansion

CROSS FUNCTIONAL PROCESS • ENGINEERING • MANUFACTURING New Product Development

PROCESS • According to Melan (1993), a process can be defined by its four key functions: • 1. Endpoints • 2. Transformations • 3. Feedback • 4. Repeatability • 1.Endpoints • defined as its inputs and outputs. • endpoints categories: • a. Inputs • b. Outputs • c. Customers • d. Catalyst event

PROCESS INPUTS • can be equipment, materials, methods, or the environment. OUTPUTS • products or services. CUSTOMERS • users of the products or services. • can be either internal or external to the organization. • the ultimate judges of the quality of the process outputs. • the primary customer is the most important customer for any product or service. CATALYST EVENT • can be classified as an input as well as an independent endpoint. • the single event that signals the beginning of the process. • it establishes the initial boundary of the process.

PROCESS • 2. Transformations • Can be classified into three categories. • Physical • Locational • Transactional • Physical transformation • changes some tangible item, such as raw or semi-finished material, into another state. E.g. act of melting down pellets and injecting the melted plastic into a mold. • Locational transformation • also changes physical items. • it changes the location of objects or materials and does not change the materials in any other physical manner. E.g.the movement of plastic pellets from the warehouse to the shop floor or the movement of the final product from the shop floor into the storage or shipping area.

PROCESS • Transactional transformation • involves the modification of nontangible items. • these items include the electronic movement of money in banks, the sales of stock by stockbrokers, or the assembly of marketing research data by advertisers. • the primary input item is information or data. • the transformation process could involve the modification of data.

PROCESS • 3. Feedback • involve communication and evaluation channels by which the transformation activities are modified, or corrected, to maintain the desired attributes of the output. • every process requires feedback to regulate its output. • feedback can take many forms. • it can occur as information from the output side of the process or from check - points inside the conversion processes. Feedback can also take the form of economic information, such as gross sales revenue, which is used to evaluate the operation.

PROCESS • Feedback ensures that the process is effective, efficient, and achieving its desired output. • Feedback can be divided into five categories. • a.Customer needs and expectations* • b. Specific customer targets* • c. The voice of the customer* • d. Specific process targets# • e. The voice of the process# • * involve information from the output of the process. • # involve information from within the process.

PROCESS • 4. Repeatability • a process is or can be executed regularly in the same manner with the same output. • Some processes are continuous, while others operate cyclically or intermittently. • The process of assembling cars on a production line is a continuous process. • Building custom cabinets for new houses is an intermittent process. • But, whether a process is continuous or intermittent, it must be repeatable.

PROCESS CHARACTERISTICS Whether a process involves transformations of a physical, locational, or transactional nature, it has 10 common characteristics. 1. Clearly defined ownership 2. Boundaries 3. Capacity 4. Documentation 5. Control points 6. Effectiveness 7. Efficiency 8. Adaptability 9. Measurements 10. Corrective action-An input-output phenomenon

PROCESS CHARACTERISTICS • 1. Clearly defined ownership • Traditionally, the ownership of physical and locational processes has been clear and explicit. • The process owner was the departmental manager. • Understood the organizational mission and the process's output & had personal responsibility and accountability for the process and its output. • The manager's performance was judged by quantifiable standards, such as cost, schedule, and quality. • Recently, process ownership has gradually shifted toward empowered work groups and self-directed work teams.

PROCESS CHARACTERISTICS • and in these teams, employees are assuming some traditional roles of management. • the basic ideas remain the same. • the process owner, whether an individual or a team, is responsible for yield, cost, quality, and schedule. • the process owner must manage the process to the targets set on this standard. • the process owner has the authority to change the process to maintain its desired outputs.

PROCESS CHARACTERISTICS • Boundaries • Boundaries are the beginning and end of a process. • Physical and locational processes have clearly defined boundaries. • The final output from and the input(s) required by these processes are clear and unambiguous. • However, the boundaries of transactional processes are harder to identify. • Further, output specifications for transactional processes may not truly reflect customer requirements, and input specifications may not achieve the desired output specifications with the existing processes.

PROCESS CHARACTERISTICS • A lack of understanding about the input specifications and the output specifications is common in many business processes. • But in a well-managed transactional process, specification problems are minimized through conscious effort aimed at classifying the work product as it proceeds from one operation to another. • Thus, the boundaries of a well-managed process are well-defined and controlled.

PROCESS CHARACTERISTICS • 3. Capacity • Capacity is the output rate of the process. • Capacity is usually expressed in terms of design, or theoretical, capacity and effective capacity. • Thus, design capacity is stated without consideration for such matters as equipment reliability, maintenance, or personnel factors such as learning curves, absenteeism, illness, and so on. • These considerations, when allowed for, enable effective capacity to be calculated.

PROCESS CHARACTERISTICS • 4. Documentation • A detailed record of work flow in processes. • Can be written in great detail, or it can be a collection of various bits of data. • Provides a permanent record of the physical transformation taking place in a production process. • Provides a reference point from which the repeatability of a process can be measured, and it provides a baseline from which any changes can be measured.

PROCESS CHARACTERISTICS • Serves as both a training and reference aid for the • personnel involved in the process. • Typical documents include process flowcharts, assembly drawings, and routings. • Process flowcharts graphically describe the sequence of operations in the process. • Assembly drawings show how a product is • constructed. • Routings describe operational steps that accompany the process flowchart.

PROCESS CHARACTERISTICS • 5. Control points • Regulate the quality of work or provide feedback. • Established to manage the natural variation that • occurs in physical processes. • 6. Effectiveness • It measures feedback against process goals. • Effectiveness is best assessed by measurement, • both internal and external. • External effectiveness measures must reflect • customer requirements. • Internal effectiveness measurements must reflect • both external and internal customer requirements. • It should proceed from the external boundary to the • starting boundary of the process.

PROCESS CHARACTERISTICS • Integrated flow diagrams that reflect established requirements are useful for measuring effectiveness. • Ineffectiveness is often easier to identify than effectiveness. • These are some symptoms that suggest an ineffective process. • - Customer complaints • - Inconsistent output quality • - Lack of awareness of output quality • - Absence of a corrective-action system • - Lack of interest in the customer • - Long response times in correcting problems

PROCESS CHARACTERISTICS • Efficiency • A measure of the output against the resources required to achieve that output. • It reflects how productive the internal operations are and how effectively resources are used in the process. • A traditional measure of efficiency is the ratio of output to the capacity of a process. • Inefficiency is easier to identify than efficiency. • These are some symptoms of inefficiency. • - Multiple off-line inspections • - Redundant, unnecessary, or nonvalue-added activities • - Corrective actions such as rework and reconciliation • - Supplier problems (e.g: poor quality or late deliveries) • - Excessive costs of value-added activities (E.g: high • production costs)

PROCESS CHARACTERISTICS • 8. Adaptability • The ability of the process to adjust to change - either technological or output changes. • A process responses to changing conditions such as output requirements, internal constraints, and input quality. • A process is adaptable if it can be changed to meet new requirements without significant modifications. • May require some work flow, personnel, and equipment changes when a process change is needed, but the process should remain largely intact. • Processes that lack adaptability tend to be limited in • nature [equipment capability (capacity, throughput, & cycle times) or human aspects (skills, flexibility, • resistance to change & other human factors)].

PROCESS CHARACTERISTICS • Measurements • A statistical basis for controlling the flow of work and managing variation @ provide a basis for feedback. • Continuous measurements are inherent in any well- managed process (meet specifications). • Process adapt to the natural variations that occur. • Relied only on end-of-line measurements, or final quality controls approach costly in terms of scrap and rework. • Statistical techniques e.g Pareto analysis and variation charts, are useful for managing repetitive operations. • Need to measure products against the requirements of the process without removing the product from the process.

PROCESS CHARACTERISTICS • 10. Corrective Action • The action required to correct for natural variation in a process. • Internal feedback from measurements at one or more control points identifies the need for corrective action before subquality products are produced. • This process is quickly adjusted to correct for the variations and the process’s effectiveness and efficiency do not suffer despite the natural variations. • Feedback and corrective action are the heart of prpocess control, without them the process loses its repeatability, quality and consistency.

ANOTHER VIEW • A process can also be categorized by its operatinonal environment: 2 categories of operating environment are manufacturing and service organizations. Both use the same three transformation types but service process have 5 features that distinguish them from manufacturing processes (Lowenthal, 1994): • i. Degree of customer contact – vary in degree of customer contact. Contact ranges from virtually none eg life insurance process to complete contact eg. Dental treatment. In contrast traditional manufacturing processes have little or no contact with customer. • ii. Intangibility – cannot be touch or felt by customer. • iii.Immediacy – the catalyst event of a service organization process occurs at the point of customer contact

ANOTHER VIEW • iv. Nonaccumulation – since service is an experience rather than a product, output from service processes cannot be accumulated or inventoried • v. Labor intensiveness – service processes are accomplished by a wide range of people, capital, and automation. Tend to be more labor intensive such as legal, retail hotel and hospital services.

PROCESS CHARACTERISTICS Table 1: Differences between service and manufacturing processes • Both manufacturing and service processes contain the • 10 characteristics outlined. • Thoroughness and attention paid to these 10 characteristics vary • depending on the environment.

PROCESS MANAGEMENT • Pall (1987) identifies six ingredients that are essential for process management: • Ownership: Assign responsibility for the design, • operation, and improvement of the process. • 2.Planning: Establish a structured and disciplined • approach to understand, define, and document all • major components in the process and their • interrelationships. • 3.Control: Assure effectiveness; all outputs are predictable • and consistent with the customers' expectations. • Measurement: Map performance attributes to customers'requirements, and establish criteria for the accuracy, • precision, and frequency of data acquisition. • 5. Improvement: Increase effectiveness of the process by • permanently embedding identified improvements. • 6. Optimization: Increase efficiency and productivity by • permanently embedding identified improvements.

PROCESS MANAGEMENT Table 2: Process Management Model (Tenner and De Torro, 1994)

PROCESS IMPROVEMENT • People involved in the operation and improvement of processes • Customers: the people (or person) for whom the • output (product or service) is being produced. The • people who will use the output directly or who will • take it as input into their work process. • 2. Work group: the people (or person) who work in the • process to produce and deliver the desired output. • 3. Supplier: the people (or person) who provide input to • the work process. The people in the process are in • fact the customers of the supplier. • 4. Owner: the person who is responsible for the • operation of the process and for its improvement.

PROCESS IMPROVEMENT IDENTIFYING KEY PROCESSES FOR IMPROVEMENT Six questions by Geary Rummler & Alan Brache (1988): • Which products and services are most important to the customers? • What are the processes that produce these products and services? • What are the key ingredients that stimulate action in the organization, and what are the processes that convert these stimuli to outputs? • Which processes have the highest visibility with customers? • Which processes have the greatest impact on customer-driven performance standards? • Which processes do performance data or common sense suggest have the greatest potential for improvement?

PROCESS IMPROVEMENT PROCESS IMPROVEMENT STRATEGIES Three different approaches for improving the efficiency or effectiveness of a process: • Continuous improvement -a ladder, step by step approach, also known as Kaizen. • Benchmarking - search for and emulate the best available practices and processes. • Reengineering - the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements

PROCESS IMPROVEMENT Process Improvement Strategies. Source: Adapted from T. McCabe, The Quality Network, 1993.

TECHNIQUES FOR PROCESS IMPROVEMENT Process Improvement Analysis Hierarchy

TECHNIQUES FOR PROCESS IMPROVEMENT 1. Elimination- eliminate non-value-added activities. Instead of totally eliminate, replace the functional essence of the activity with a superior technology. 2. Combination - combine activities in order to extract process improvement. 3. Change of sequence - examine the sequence to see if a reordering will provide improvement. 4. Simplification - examine activities with the expectation of improvement through simplifying the activities themselves. 5. Addition – If processes are clearly ineffective, need to add a process step; but additions are our last resort.

SIX STEPS TO PROCESS IMPROVEMENT Process Improvement Model

SIX STEPS TO PROCESS IMPROVEMENT Step 1: Define the problem 1. Identify the output. 2. Identify the customers. 3. Define the customers' requirements. 4. Identify the processes producing these outputs. 5. Identify the owner(s) of the processes

Defining the Problem in the context of the process - example

SIX STEPS TO PROCESS IMPROVEMENT Step 2: Identify and document the process Flowchart • commonly used tool for describing processes. • enables to perform four following improvement activities: • Identify the participants in the process, either by name, by position, or by organization. • Provide all participants in the process with a common understanding both of all steps in the process and of their individual roles. • Identify inefficient, wasteful, and redundant steps. • Offer a framework for defining process measurements.

SIX STEPS TO PROCESS IMPROVEMENT Step 3: Measure Performance The concepts of measuring performance at three level: process, output and outcome Process – define activities, variables and operations of the work process itself Output – define specific features, values and attribute of each product all service Outcome – define the ultimate impact of the process and are dependent on what the customer does with the product or service (customer satisfaction)

SIX STEPS TO PROCESS IMPROVEMENT Step 4: Understand Why • Offer methods to acquire the next level of knowledge and to gain profound understanding of the process “Never have so many” “worked so hard” “To accomplish so little” 1. Have we distinguished the vital few from the trivial many? 2. Have diagnosed the root cause? 3. Do we understand the sources of variation?

SIX STEPS TO PROCESS IMPROVEMENT Step 5: Develop and Test Ideas • Developing ideas for improvement begins with this step. • These steps led to identify causes of the principal problem. • Ideas for improvement must address the root causes of the problem before it can be implemented immensely in order to evaluate the effectiveness in solving the identified problems.

SIX STEPS TO PROCESS IMPROVEMENT Step 6:Implement Solutions and Evaluate • This sixth step begins by planning and implementing the improvements identified and verified in the step 5. • Step 6 continues to measure and evaluate the effectiveness of the improved process. • Finally, return to step 1 to begin the next increment in the ongoing process of continuous improvement.

SIX STEPS TO PROCESS IMPROVEMENT • Select and describe problem • Study present system • Identify possible causes 6. Standardize solution 7. Reflect on process anddevelop future plans PDCA ACTION PLAN • 4. Plan and implement solution • 5. Evaluate effects CHECK PDCA SEVEN-STEP METHOD DO

DEMING CYCLE DEMING CYCLE The Deming Cycle

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Finance Process Re-design Specialist

Process Innovation and Digitalisation Programme (PID)

UNOPS is embarking on a Process Innovation and Digitalisation journey. The Programme aims to ensure UNOPS delivers the highest quality projects - sustainably, on time, and within budget - for partners and beneficiaries.  

The Programme is expected to last four (4) years. It will enhance UNOPS’ operational efficiency, effectiveness, and agility, overhauling processes and leveraging digital technologies and solutions. It will improve UNOPS’ collection and use of data, capacity for foresight, capacity for planning, knowledge management, and reporting. 

A programme team is being established to provide business-driven leadership for and support to UNOPS process innovation and digitalisation. Each UNOPS functional unit (Procurement, Human Resources, Finance, Project Management and Infrastructure, Partnerships, and Legal), will be represented by a Process Innovation and Digitalization Lead and a Process Re-design Specialist that will act as a representative of the functional entity within which they are embedded.

UNOPS is seeking a highly skilled and experienced Finance Process Re-design Specialist who, under the guidance of the Finance Process Innovation and Digitalization Lead, can support the UNOPS with the implementation of this ambitious programme.

Role of the Process Re-design Specialist

The Process Redesign Specialist will be responsible to drive the redesign of processes, leveraging selected digital technologies. They will be part of FG, reporting to the Finance Process Innovation and Digitalization Lead, delivering on process innovation and digitalization outcomes, working with the PID team.

This role requires a strong understanding of methodologies and tools for process mapping and simplification, as well as a consultative and facilitative approach to process re-engineering.

The key functions of the role include:

Identify, analyze data and re-design business processes for the relevant practice. 

Support the Finance Process Innovation and Digitalization Lead and wider Finance Group in the review of policies, taking into account re-designed processes. 

Coordinate the process by which re-designed processes are matched with digital technologies, in close collaboration with UNOPS IT and vendors to ensure that practice ambitions and requirements.

Support training, communications, and change management required in order to make the change stick.

Undertake a finance business processes mapping and in depth-analysis focused on leading practices, tackling structure, quality management, analysis, and their intersection with policies, procedure and implementation. 

Identify inefficiencies, bottlenecks, and areas for optimization within finance processes, addressing both internal and external audit recommendations and assessments.

Design, conduct, document and present analysis on finance processes and data to the relevant stakeholders involved.

Provide technical advice on the redesign of business processes for the relevant practice, based on market research, regulatory requirements, focus groups and any other technique relevant for the purpose. 

Produce detailed finance business processes redesign specifications for improvement of policies, processes, systems and tools, based on their impact, feasibility, and alignment with UNOPS's strategic goals, in collaboration with various HQ and field stakeholders.

Establish a system of feedback and priority in order to guide the design, development, testing, implementation and documentation of finance business processes, as well as a system of updates on progress and challenges related to process improvement efforts.

Conduct a rigorous review of policies, taking into account re-designed processes and UNOPS new policy framework, reporting outcomes to the Finance Process Innovation and Digitalization Lead and relevant stakeholders. 

Develop a roadmap and provide guidance on how re-designed processes are matched and leveraged by digital technologies, in close collaboration with UNOPS IT and vendors to ensure that practice matches ambitions and requirements.

Ensure that business requirements are accurately aligned with technical specifications and desired user experience.

Timely track the execution, progress, and quality of the redesign exercise, collaborating closely with the PID Programme team to design and execute process improvement initiatives. 

Under the direct supervision of the Finance Process Innovation and Digitalization Lead, constantly monitor the level of maturity of the process redesign exercise.

Prepare comprehensive technical documentation of process analysis, improvement recommendations, and outcomes.

Structure an appropriate  record of project activities, decisions, and progress.

Contribute to the preparation of progress reports and presentations for program stakeholders.

Track, monitor and report on the implementation of digital transformation initiatives to ensure that they progress according to plan, and escalate any risks and issues in a timely manner.

Undertake benefits realization analysis for implemented initiatives to assess the impact on the change in relation to the intended outcomes or KPIs. 

Maintain a set of best practices for all processes where the PID Program is involved.

Engage and collaborate with stakeholders at various levels to obtain feedback on proposed changes.

Gather, integrate and manage stakeholders communication, expectations, reporting requirements, design preferences, and quality criteria.

Gather, consolidate and evaluate input into financial process and policy changes and their broader positioning within the Financial Rules and Regulations and Legislative Framework review.

Develop high-level communication and training materials to promote understanding and adoption or reviewed processes.

Liaise with the change management and communication team to ensure that the appropriate messaging (content, format and frequency) is sent out to the right audiences to support smooth roll out of projects and change initiatives. E.g., Newsletters, online articles, broadcasts, webinars, among others

Create and build capacity with key stakeholders on the use and maintenance of process flowchart and descriptions, KPIs, RACIs, process Governance (scalations), reporting requirements and supporting templates, process interactions (to showcase interactions/dependencies with other processes)

Participate in the relevant Communities of Practice to actively interact and gather insights on the finance process redesign needs, implementation and outcomes.

Collect and incorporate lessons learned from training, in order to strengthen the capacity building activities to support the redesign exercise and related PID objectives.

Support the development and delivery of training programmes and workshops to enhance practices, reengineered processes and new / improved systems understanding and drive adoption across the organization, with the support of the PID.

Successful performance by the Process Redesign Specialist would lead to the following impacts:

Enhanced Operational Efficiency: The successful implementation of optimized processes would lead to improved efficiency and productivity across the organization. This would result in cost savings, reduced manual workloads, and faster project delivery, ultimately increasing operational efficiency.

Improved Service Delivery: By optimizing its processes, UNOPS would be able to enhance its service offerings to its partners and stakeholders. 

Increased Organizational Performance: The successful adoption of optimized processes would enable UNOPS to achieve higher levels of organizational performance. 

Positive External Perception: Achieving the objectives of the PID (including process redesign) would enhance UNOPS's reputation and image among external stakeholders, including partner organizations, donors, and the wider development community. UNOPS would be recognized as an innovative, technology-driven organization committed to leveraging digital solutions for sustainable development, attracting new partnerships, funding opportunities, and talent.

Overall, the impact of a successful PID Programme would be transformative for UNOPS, driving efficiency, effectiveness, and innovation throughout the organization and positioning it for long-term success in the digital era.

• An advanced degree preferably in Finance, Business Administration, Public Administration, Internal Audit or other related fields is required. 
• A combination of a Bachelor's degree with an additional 2 years of relevant work experience may be accepted in lieu of the education requirements outlined above.
• Strong knowledge of business process management methodologies, tools, and best practices, such as Lean Six Sigma, or other process improvement certifications would be an advantage.
• A minimum of 5 years of relevant and progressive professional experience in business process analysis and/or redesign, and/or optimization is required.
• Of the overall 5 years of relevant experience, at least 3 years must be in finance.
• Familiarity with digital technologies and their application in process optimization and automation is highly desirable.
• Familiarity with UNOPS or other UN policies, processes, tools and systems is an asset. 
• Experience in facilitating workshops and engaging stakeholders is highly desirable.
• Experience in large scale digital transformation would be an asset.
• Experience working in a UNOPS, UN or other large international organization at country level is desirable.
• Full working knowledge of English is essential.
• Knowledge of another official UNOPS language (French, Spanish) is an asset.

1. Contract type: ICA 2. Contract level: I-ICA 2 3. Contract duration: Ongoing ICA – ‘Open-ended, subject to organizational requirements, availability of funds and satisfactory performance.’

Please note that UNOPS does not accept unsolicited resumes.

Applications received after the closing date will not be considered.

Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.

UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures,  languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce. 

Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.

We would like to ensure all candidates perform at their best during the assessment process.  If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

Terms and Conditions 

For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post. 

For retainer contracts, you must complete a few Mandatory Courses (they take around 4 hours to complete) in your own time, before providing services to UNOPS. For more information on a retainer contract here .

All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.

It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

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