As a logistics consultant, I visit all kinds of companies in a wide range of industries. Of course, the big differences between companies and business processes then stand out, but there are also many similarities.
Process optimisation
Something I have recently devoted a great deal of time and attention to across several companies is creating clarity in processes. Naturally, companies often need to or want to improve their processes (process optimisation seems to be becoming something of a buzzword), and improvement almost always begins with assessing the current situation.
Paper, pencil and an eraser
There are various methods available for assessing the current situation: one of the simplest and most effective is to sit down with one or more of those involved, armed with a sheet of paper, a pencil and an eraser, and then start at the beginning: why do we do what we do? This could be about a customer order or a phone call from another department. It doesn’t really matter what it is: there’s always a reason for starting the process. Then comes the first question: “Is it clear what our first step is?”. That question invariably receives an affirmative answer. That’s when it’s time to pay close attention. If a number of people say it’s clear what the first step in the process is, that doesn’t necessarily mean they agree on that first step – and so that step isn’t as clear as was initially thought. This becomes apparent when we probe further: in no time at all, a lively discussion arises about what each person thinks the first step is and, if we let the discussion run its course for a moment, the question of what the first step *should* be is bound to come up. And that brings us straight to a second issue that needs to be clarified: are we mapping out the current situation or the desired situation?
Challenges
Of course, ultimately it’s all about the desired situation, but it’s almost always easier and better to start with the current situation. As we map out the current situation, bottlenecks naturally come to light. By clearly highlighting these in the process diagram or on a separate list, we have already made a start on identifying areas for improvement that will form the basis of the new (improved) process.
By repeating these kinds of sessions a number of times, the current process becomes clearer and points for improvement emerge almost naturally. Because the people in the sessions are involved themselves, support is also arranged. Implementing the process improvements is then a matter of making a step-by-step plan and a schedule, and devoting time and attention to the implementation.
All in all, it starts and ends with creating clarity, the improvements then (almost) come naturally!
Frits de Wind - Logistics Advisor
