Work Process Analysis

A well-designed work process will produce results that meet your organization’s goals and objectives effectively, efficiently, and consistently. When reviewing an organizational system(s) for change, the organization needs to review the work process from start to finish in order to determine what is required to complete the work effectively and efficiently. In planning for change, the entire process is taken into consideration. As a result, there are opportunities to include procedures that can accommodate different services, enable staff functions to work, and customer / member needs to be met smoothly and effectively. As the process is being reviewed and developed, it takes into consideration what the service should be. From the onset, planning of the process looks at how to meet the needs of its customers / members (or other group) efficiently and consistently. Consistency is important for a well-designed process. Regardless of the volume, it must reliably work and produce the same results over time. A well-designed process should consist of as few steps as possible. It should minimize the number of and time spent on steps that bring no value to the service provided. The greater the number of steps involved in a process, the greater the probability of errors and the longer it takes to complete the process. Quality Assurance checkpoints must be included in a newly-designed work process so that your staff can quickly detect and correct problems without having to hand-off to another staff member or department. The process must also include factors for external and internal environmental variables, and continuous improvement. As changes occur to your organization, the work processes must be able to adapt to these changes without having a negative effect on service or overall performance. It means using resources productively and in the most effective way to reach optimal performance. It is important to include all members of the work process group in the analysis phase of the mapping process. This provides an opportunity to identify process-related problems and the cause of the problems. The Mapping Process Identify the process or system to be mapped Organize all of the organizational levels involved in the process Gather initial data within and flowing to the process Flow chart the process Develop the relationship map Develop an information flow map Develop cycle time analysis Outcomes of Mapping the Flow of a Work Process Link performance process to performance goalsIdentify steps in the process that are not being performed at the optimal level and the steps that are non-value-added. Determine what type of intervention is necessary to improve the performance of the process. Identify steps that are critical to optimal performance within the process and to the process. Find agreement among the work group that the documented process is the same as the actual process. Obtain agreement and buy-in on how to change the process to reach optimal performance. Obtain agreement that the process is as effective as possible and that other types of performance problems exist. The workflow process maps show where a problem exists, what is causing the problem, and identify ways that it can be changed to correct the problem. Data Collection Options The call center workflow process also needs to be documented by conducting one-on-one interviews and observations. Gathering of data is necessary before recommending an intervention. The involvement of the work group increases the buy-in if or when a change intervention needs to be implemented. The call center workflow process also needs to be documented by conducting: Observations One-On-One Interviews Information will also need to be gathered from your customers, members, (other groups) through: Focus Groups Surveys* (*one or a combination of surveying methods) By visually recreating all actions, hand-offs, and workflow relationships within a process, the mapping process allows the analyst to determine the root cause of a problem. These mapping tools allow the consultant to develop an intervention directed the root cause of the problem. It can identify where cycle times are too long or where non-value-added steps take place and why. At this point, the analyst can address why problems exist and develop appropriate interventions. Workflow, relationship and information maps, as well as cycle times analysis, will be able to identify the following process issues. Unnecessary steps when work crosses areas or departments Places where steps seem out of sync, are missing, or are redundant Places where the work group does not get information necessary to complete the step Identify and prioritize problems that block or impede the group from completing the step, impact the quality of the product or service, and are within the group’s accountability to change. Related services: Migrating a Call Center to Contact Center Shifting Customers / Vendors / Members To Online Environment Getting In-house buy-in for Online Service & Support Focus Group Services Survey Services Interview Services Feasibility Studies Request Service / Need More Information Return to Online Customer Service main page