Process design is a stage on process management that occurs after the analysis of the current process, in other words, how it is now (popularly called “AS IS”). Likewise, the Design of Processes, due to its future characteristic, is called “TO BE”.
Remind these concepts:
Process Design aims to create new processes or enhance the existing ones. It should be clear that, unlike analysis, the Design of Process is future-oriented and it is impossible to accomplish this activity competently and correctly without having the analysis done first.
It is necessary to define the process’ specifications to design it:
- Goals and objectives
- Workflow (see also workflow definition)
- Platforms and technologies
- Data sources
- Operational and financial controls
- Integration with other processes
And, for this, it is needed a clear understanding of some principles, which we detail as follows:
The seven principles of process design
- Integrating customers
It’s about all interactions between customers and the company.
They are called “moments of truth” in which the organization has direct contact with the customer, who starts to try the organization’s services or products. It is essential to have a “magic” moment and that the customer feels his wants and needs were fully met.
All BPM work aims the value-added chain delivered to the customer (at this exact moment), something he perceives valuable and for which he is willing to pay an amount to the company, generating income and wealth. This concept is even more important when it comes to services, especially when you have constant contact with people, such in cases as restaurants, hotels, and hospitals.
- Value-added activities
To understand this principle, there is just one question to reply:
Would the client pay to have this activity accomplished?
We have to specify these activities because they are the ones that will take to the moments of truth, these are the ones that make the product or service more valuable to the customer’s eyes, and they should be studied deeper to be enhanced.
Regarding the activities that do not add value, these should be eliminated when designing the new process.
- Reducing Handoffs
These activities are sensitive, subject to failures or errors, with some risk of going wrong during their operations.
Ideally, they should be reduced the most when doing the new design of processes. For this, the use of technology can be a smart alternative, replacing activities that are subjected to human error by automated activities when possible.
Read more: Business Process Automation.
- Warning: avoid automate too much!
There was a tendency, now outdated, to automate everything possible, indiscriminately. This mistaken view ended up to become an old process, both ineffective and inefficient, with the only difference to the redesigned process: instead of people running the activities, there were automated activities.
Remember: the process design aim they generate deliverables with quality, no matter they are automated or not.
Read more: 6 Steps to automate business processes
- Patterning of processes
An organization has a large number of processes, many of them connected. If these processes can be reused by the company, “speaking a common language”, the operation will gain speed and agility from this.
- Business Rules
There are some rules that should permeate operation and processes, making execution and, mainly, decision-making easier. A straightforward example of a simple business rule is: children under 4-feet tall shall not use this toy. Here is how it helps the operation, avoiding questions about age, documents, etc. We simply need the child can pass through a small portal without bowing.
Apply the most used patterns found from the market segment your company belongs to. Remember to check if there is a national standard, which can be derived from an international one, and which one is the best to use.