Do you know what process reengineering is and how your business could benefit from this method?
There are times when a company’s problem is not something concrete and tangible, but something general and almost abstract that extends across the multiple lines of the workflow. In these cases, it is necessary to stop, separate all parts of that workflow and analyze its operation separately and together. It’s time for “reengineering” to come into play.
We are talking about a deep method that affects absolutely every area of a company. And, for this reason, as in many other processes involving intercommunication departments that can benefit from working in a unified way, so the most optimal process that allows two-way collaboration and the elimination of redundancies must be studied.
With this in your possession, you already have a great path gained in the reengineering of business processes. But, look, because now it’s time to get into matter. And we are not faced with a particularly simple concept. Quite the opposite.
To offer some light notions, let’s look at the following aspects.
- What is business process reengineering
- A company’s process map or how to have a global visual map
- How to make a process map
What is business process reengineering
Let’s start with a definition… and build from there looking for more conceptual depth. The point is that reengineering is a method that seeks the redesign of work processes within a business with a primary objective: to improve the performance of costs, quality, service and speed.
This means that by subjecting a company to a process of reengineering, we will stop thinking about the organizational scheme based on functions, tasks or divisions to make one thing take precedence: processes. This is also achieved when this method forces the idea of departure to return to the essentials, and thus question the fundamental principles of the business and the way in which it works.
In other words, process reengineering is a true “reset” in which to forget the past and make its way to a new way of working. And how do you get such a thing? Normally, through process maps.
A company’s process map or how to have a global visual map
As in the previous section, the sensible thing to do is to start with the definition: a process map is a diagram or set of flowcharts in which all the processes that affect materials and information within a company appear. In this way, the graph should show all tasks that are associated with a particular process, show the necessary decisions at each point in the production chain, and point out the basic relationships between the different states of the flow.
The goal is, after all, to achieve a visual representation of all the steps and decisions involved within the same business flow. This will be of great help in organizing processes and allowing information to be accessible to anyone who needs it within the company.
How to make a process map
Does all this sound great to you but you want to know how to make a map with which to deal with the reengineering of processes of your business?
The first thing we need to know is that we cannot face a reengineering job without knowing certain techniques or methodologies, so we will have to have an expert consultant in this type of studies.
An expert consultant will inapplice the entire company to proceed with an initial study that pursues the next six steps…
- Identify the problem. What is not working and should be improved in a particular process? Locating and isolating it is the first step. It’s all part of here.
- Do a brainstroming. A good brainstorm is the best starting point to address any kind of problem, and this case wasn’t going to be any different.
- Mark the boundaries. Where will the flow analysis begin and end? It must be very clear, because if it is not, it can end up eternizing the application of this method. However, the difficulty lies in identifying these limits, so as not to leave significant improvements outside the scope of study.
- Define the steps to follow and sort them in the simplest and most effective way.
- Use symbols that are visually clear. In this regard, the consultant has tools for defining and designing flowcharts that will make flows understandable, as well as identifiable all its steps.
- Finish the map. The consultant will redefine and review the flowchart with the company’s direction to verify that everything is properly included.
With this “macromap” in hand (which will often involve a relationship of all the different maps of each of the company flows in hand), it will apply a good reengineering of processes in your business for which, will closely track the implementation of the new processes to ensure that they are integrated into the new way of the company’s work.
In this way, a work that without knowledge of reengineering could be an odyssey, hand in hand with an expert consultant will be a more bearable and light work.