PROCESS IMPROVEMENT TOOLS AND METHODOLOGIES
Process modeling tools can range from simple flowcharting tools to very sophisticated modeling tools with repositories of process models or simulation capability. At the very basic end of the spectrum, sticky notes and flip charts are great tools to use while documenting or designing processes.
Simple flowcharting or drawing tools, such as Visio by Shapeware Corporation, Micrografx’s ABC Snapgraphics and ABC Flowcharter, and Process Charter by Scitor Corporation are examples of products that can help. Process mapping software provides more assistance in reengineering, with tools such as BPWin by Logic Works and Plexus by The Jonathon Corporation. There are also process mapping products that support the IDEF Integrated computer-aided Definition) process mapping methodology, such as AI0 and AI4 by Knowledge Based Systems, Meta Software’s Design/IDEF, Texas Instruments’ BDF, Wizdom Systems’ IDEFine, and AutoSADT by Triune Software. Process simulation software tools, such as Optima by AdvanEdge Technologies, ITHINK by Performance Systems, ProTEM by Software Consultants International, Application Development Consultants ProcessSimulator, and AT&T ISTEL Witness, allow one to analyze the impact of process improvements before implementation. Some of the tools available are shown in Figure 1.7 (although software products and companies change on a continual basis).
Process modeling tools have improved over the past few years in both functionality and ease of use. Most process modeling tools generate
workable models, identify tasks within a process, show who performs the tasks, guide task performance, prioritize processes, and outline back-up plans for the process. The tools are typically Internet enabled, allowing browser users to easily view the next steps as well as entire processes. Some tools also provide reference business models of the leading Enterprise Requirements Planning software packages for specific industries, provide a gap analysis between a specific process and the industry process, and do multidimensional analysis. Although it may be helpful, it is not required to have sophisticated and expensive tools before embarking on a process improvement effort. Sometimes it can be helpful to tackle the first few process improvement efforts using more simple tools (such as Visio) to concentrate on the process improvement steps and determine the true requirements of an automated tool.
In addition to charting tools, there are many different methodologies. Methodologies can be intimidating. Some are clear and specific; many are vague and complex. At its core, a methodology guides you down the path of practical improvement with a step-by-step approach. It provides a framework to make decisions, take action, and move forward. Figure 1.8 identifies some of the methodologies associated with information systems processes. This figure shows a variety of methodologies, some are for improving a few specific process areas, while some are general standards or guidelines.
This article is written to present a practical step-by-step methodology, not to explore each of the published methodologies listed. Being aware of these options simply informs one of other existing methodologies that may work in an organization. Many companies spend years developing internal experts and changing their practices
to align with an improvement methodology. In today’s fast paced information systems world, years are not available to implement these changes. The methodology to use is a personal choice. The reason for choosing a methodology is to provide the framework to make decisions, take action, and improve. The methodology is only the means to an end, not the end itself. Do not spend an enormous effort laboring over a particular methodology, rather apply that energy toward the improvements. Whatever is done must be done quickly. Develop an approach, deploy it within the organization, and demonstrate results.
One way to evaluate methodologies is to think about the methodology in terms of approach, deployment, and results, as shown in Figure 1.9.
This model was created through The Malcolm Baldrige Criteria for Performance Excellence and is used to guage the effectiveness of an organization.
Thinking about an improvement methodology in this manner will provide the framework to make decisions, take action, and improve.
- Approach. Every methodology represents an approach to improving the operation. In essence it is what you decide to do. For example, using a web-based ticketing system to manage computer support activities is one approach. How effective an approach it may be depends on many factors, such as:
- Is it unique and innovative?
- Is it systematic?
- Is it integrated?
- Is it prevention based?
- Does it involve improvement cycles?
Is it based on quantitative information that is objective and reliable? The more complete the answers to these questions, the more solid the approach and methodology for selecting processes for improvements. An example of approach is shown in Figure 1.10.
- Deployment. No matter how solid the approach is, without effective deployment it is worthless. Deployment refers to the extent to which the approach is applied to all relevant areas of the organization. In essence it deals with how much is done, in both organizational depth and breadth. For example, if “all computer users feed ticket requests for all software through the web directly to each computer support technician,” how good the deployment is depends on four encompassing questions:
- Does the implementation apply to all work units?
- Does the implementation touch all relevant people in each work unit?
- Does the implementation impact all transactions, occurrences, or interactions?
- Does the implementation happen to the full extent?
Again, the more complete the answers are to these questions, the more solid the deployment of the methodology. An example of deployment is shown in Figure 1.11.
- Results. Once an approach is deployed, the next step is to review the results. Results demonstrate the outcome from an approach that was effectively deployed. In essence it deals with how well you did what you set out to do. For example, 73 percent of ticket requests are communicated and resolved within 12 hours. How good the results are depends upon three encompassing questions:
- What is the quality and performance level that is being achieved?
- Are there sustained improvement trends?
- Are there comparisons with similar providers and world leaders?
An example of results is shown in Figure 1.12.
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