In a process improvement project is it best not to spend too much time on detailing an ‘as-is’ process analysis and focus on the ‘to-be’ process instead?
One of the arguments against detailing an as-is process analysis is that it precisely hinders the involvement of the people as they may be afraid to be evaluated. Focusing on the ‘to-be’, and making a fresh start based on their suggestions (without bringing the current process in a detailed picture), would then ease participation. But the ‘as-is’ phase is very important because (1) it represents the base for us to start from in improvement process, as (to be) process should result from handling the improvement opportunities in (as is) process, and (2) it ensures the involvement of process people as they share us the information of the ‘as-is’ process and have chance to give suggestions about to-be, thereby increasing the ownership of the new to-be process.
If you do not understand your current processes and what is and is not working then you will fail to successfully define and implement new processes. Even if management offers explicit direction on new processes, you need to know what your starting point is or was. There are several reasons for this: 1) to leverage what is already in place, 2) to socialize change and, regardless of management direction, 3) gain acceptance and support from the team that will be responsible for doing or managing the processes, and 4) identify and fix the existing problems that likely are leading to the new process needs. Otherwise, you’ll get processes that are essentially dead on arrival.
Knowing only the current, ‘as-is’ state does not help without knowing where you want to be in the future state. The first fact is just one data point, which as we know is useless by itself. We have to know both the current and future states of a process in order to measure the gap between. It is the gap that we refer to as a problem and it’s size, the magnitude of the problem. The gap can be characterized with many varying metrics such as quality, speed, or cost, but they should all be aligned to the customer and key strategic objectives. One way to do this is to use an an analogy of a map. (more…)
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There’s an old saying, “You can plant a tree any month with an ‘r’ in it,” which means you’ll have the most success during the months with more naturally occurring rainfall. Of course you can plant trees any month of the year (as long as the ground is not frozen), but from May to August you’re going to have to water the trees to keep them alive. The same thing is true for building up an Internet business because if traffic is rain, then it ‘rains’ the least in months without an ‘r’ in them, which may explain why September traditionally sees the most traffic and is the most productive month. The correlation between traffic and productivity is thought to be because people are getting ‘back to work’ and feeling refreshed after the many events and vacations they took over the summer. Taken a step further, the reason for the down-turn in Internet traffic is probably due to those same events and vacations – and generally people are inside less. Yes, people browse the Internet on their phones, but most Internet (non app) purchases are made from a traditional computer browser.


