Process Optimization Skill
Purpose
Streamline business operations by removing waste, reducing variation, and improving speed/quality. Moving from "As-Is" to a better "To-Be".
When to Use
- "Process is too slow" complaints.
- High error rates or rework.
- Cost reduction initiatives.
- Automation projects (Automating a bad process = Faster bad process).
- Scaling operations (Manual process won't scale).
Methodologies
1. Lean (Eliminate Waste)
Focus: Speed and Efficiency. identify the 8 Wastes (DOWNTIME):
- Defects: Rework, errors.
- Overproduction: Making more than needed.
- Waiting: Idle time between steps.
- Non-utilized Talent: Underusing people's skills.
- Transportation: Moving items unnecessarily.
- Inventory: Storing excess work/materials.
- Motion: Unnecessary movement of people.
- Extra Processing: Doing more work than customer values (Gold plating).
2. Six Sigma (Reduce Variation)
Focus: Quality and Consistency (DMAIC).
- Define: Problem statement.
- Measure: Baseline current performance.
- Analyze: Root cause analysis.
- Improve: Implement solutions.
- Control: Sustain gains.
3. BPR (Business Process Reengineering)
Focus: Radical redesign (Blow it up and start over).
Analysis Techniques
1. Value Added Analysis
For every process step, ask:
- Value Added (VA): Customer pays for this (e.g., Assembling product). -> Keep/Optimize.
- Business Value Added (BVA): Customer doesn't care, but regulation/business needs it (e.g., Audit logs, Payroll). -> Minimize.
- Non-Value Added (NVA): Waste (e.g., Waiting for approval, re-entering data). -> Eliminate.
2. Root Cause Analysis (5 Whys)
Problem: "Report is late."
- Why? Data wasn't ready.
- Why? System export failed.
- Why? Server timeout.
- Why? Query optimization issues.
- Why? No index on date column. -> Root Cause.
3. Fishbone Diagram (Ishikawa)
Categories causes of a problem:
- People
- Process
- Technology/Equipment
- Materials
- Environment
Optimization Strategies (ECRS)
| Strategy | Action | Example |
|---|---|---|
| Eliminate | Remove NVA steps. | Stop printing emails to sign them. |
| Combine | Merge steps/roles. | Cashier also packs bags. |
| Rearrange | Change sequence. | Validate data *before* processing payment. |
| Simplify | Make step easier. | Use dropdown instead of text field. |
Process Optimization Report Template
1. Problem Statement
"Order fulfillment takes 5 days average, resulting in 10% cancellation rate."
2. Current State Metrics (Baseline)
- Cycle Time: 5 days
- Touch Time: 45 mins (Actual work duration)
- Process Efficiency: (45 mins / 5 days) = < 2% (Very bad - mostly waiting)
3. Root Cause Analysis
- Bottleneck at "Manager Approval" step (avg wait 2 days).
- Duplicate data entry between CRM and ERP (error prone).
4. Proposed Improvements
- Short Term: Raise approval threshold from $0 to $500 (Eliminates 80% of approvals).
- Long Term: Integrate CRM <-> ERP (Eliminates data entry).
5. Expected Benefits (To-Be)
- Cycle Time: 1 day (-80%)
- Cancellations: < 2%
- Annual Savings: $50k in labor.
Checklist for Optimization
- Have I mapped the As-Is process?
- Have I measured the baseline?
- Have I identified the bottleneck? (Theory of Constraints)
- Have I consulted the people doing the work?
- Have I considered "Don't automate, obliterate" (Eliminate step first)?
References
- The Goal (Eliyahu Goldratt).
- Lean Six Sigma Pocket Toolbook.