|Process analysis - Analysis at its best|
Or what processes can reveal about themselves to the company.
You have identified your processes, now it is time to face the challenge of analysing them. Processes can be analysed in a number of ways. The turtle model has proven itself in practice, as it summarises the essential points in a clear and comprehensible form. Further it forms the basis for systematic risk management.
The turtle model makes the employee more aware of overlapping work areas, reveals dependancies, creates transparency and transmits readings. You detect weak points in your processes and can more rapidly find the solutions to reach your goal: mastering the processes.
Process analysis with the turtle model
The logic behind process analysis is to provide as clear a picture as possible of the ongoing processes running in the company. The turtle depicts a model, which combines a number of facts about the process in question. Why bother?
Processes within a company are shaped by people. To ensure that these people are highly content at their work it is essential that the processes function perfectly. This can only be achieved when all participants are aware of and fulfil their role within a process. In the framework of customer orientation and continuous improvement within a company the optimisation of efficiency, effectiveness, quality and the increase in process performance play a decisive role. This is only possible when a company views its processes and activities with a process orientation, analyses these and takes consequential improvement steps. This reduces e.g. the complexity and the costs of the processes.
The transparency, which arises through the turtle model, represents a decision basis for the management, creating maintaining company values. E. G. in the acquisition of machines or in the introduction of a new product. Simultaneously risk aspects are also included and considered.
The turtle model also provides a valuable service in
- preparation for an internal and external audit,
- risk identification and allocation,
- clarification of common overlaps,
- showing dependancies and links,
- creating transparency.
The common analysis of a process is particularly successful when all participants are active (e.g. in quality circles). This approach does not only make the communication of process philosophy on all company levels easier but also leads to a better understanding of common overlaps and particularly of risks.