Process analysis and optimization
The competition for the top positions in the market is won by those who, on the one hand, know customer requirements very well and, on the other hand, know how to accurately assess the performance potential of their own company. This is the only way a provider can confidently “sail close to the wind” and use safe leeway in its negotiations about prices and delivery times. The consulting practice of REFA Suisse GmbH shows again and again that those responsible are often not really aware of what exactly is going (wrong) in their companies and which adjustment screws can be used to increase the performance of the processes.
The lack of transparency in operational activities can best be addressed through a process analysis. counteract it, according to the consultants' experiences. If the actual processes with times, quantities and costs are sufficiently known, weak points and bottlenecks can be identified and waste can be counteracted through appropriate measures. Process optimization is therefore the logical consequence of process analysis and the decisive step towards an excellent value creation process. REFA Suisse GmbH supports you with advice and support.
Increase performance through process transparency
A process analysis is the systematic examination of the entirety of mutually influencing processes between a defined initial and a defined final state within a system. The individual processes or actions and their interaction are considered in order to penetrate the process and to identify weak points (-> waste, -> muda) and potential for improvement (-> process optimization). The -> SWOT analysis, the -> Ishikawa diagram, the failure mode and effects analysis (FMEA), the morphological box or the process portfolio diagram can be used.
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The classic area of application is the optimization of production processes, but process analysis is increasingly being used in project management and administrative processes, which is why it is often referred to as business process analysis. The aim is always to eliminate weak points through changing process design and to use potential through process improvement in order to continuously and sustainably improve the efficiency of existing processes and the use of the resources required for them.
Due to constantly changing conditions in the business environment and increasing individualization of products (up to batch size 1) in production, it is necessary to constantly analyze and continuously improve processes (-> Continuous improvement process, KVP). Process analysis is therefore an ongoing task of corporate and organizational development.
The processes to be analyzed are selected based on key performance indicators (KPIs). The three areas considered are process quality (e.g. zero-defect standard), time (e.g. reduction in throughput time) and costs (e.g. low resource consumption). The (superordinate) core processes should first be analyzed top-down for the most important goals and success factors, followed by the (subordinate) sub- and ancillary processes. Based on these process descriptions, a comprehensive process map can be created for the entire organization, which maps all processes and shows potential for improvement.
For the process analysis and the subsequent process optimization, the consultants at REFA Suisse GmbH use a six-stage planning system that can also be used in project management. It consists of the following steps:
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Analysis of the initial situation
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Evaluation and assessment of the analysis results
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Development of solutions
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Detailed planning to implement the solutions
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Introduction of the solutions and testing in trial operation
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Establishment of the solutions.
Increase performance through process transparency
The results of the process analysis are the basis for subsequent process optimization. This includes all measures that serve in an organization to improve the entirety of mutually influencing processes (input, processing, output) between a defined initial and a defined final state within a system in terms of their effectiveness, efficiency and/or service orientation.
The aim is to eliminate the weak points and inefficiencies identified during the process analysis within existing business, production/manufacturing and development processes. Process optimization, often viewed as an element of quality management, thus becomes part of comprehensive integrated process management.
The optimization itself can be carried out without interrupting operational processes (e.g. as a continuous improvement process (-> CIP), according to -> Six Sigma, -> Kaizen or with the -> Balanced Scorecard and, if necessary, after using creative techniques to generate ideas) as part of integrated process management (keywords: Business Process Reengineering (BPR), Lean Production, Lean management, Total Quality Management (TQM)), but also “disruptive” through the introduction of new processes and technologies.
The experts at REFA Suisse GmbH provide effective support and process advice both in process analysis and in the subsequent process optimization of operational activities. – Take our word for it.