We”™re expecting staff turnover this spring for a variety of reasons. We want to be sure the transitions are as smooth as possible. You”™ve written before about the importance of writing out processes for how work is done. Can you go into a little more detail on how to get processes in writing so the next group of people can follow them and minimize their mistakes.
It doesn”™t matter what kind of business you”™re in ”“ service, wholesale, retail, manufacturing, distribution, etc. ”“ written processes can increase accuracy and minimize wasted effort. Building systems can translate into real money savings for any organization.
Agreeing on steps to do work makes it easier for everyone in the company. There is less discussion about what is the “right way.” When a new person comes on board they have something to refer to. People looking to train their replacements have a tool to make sure that steps aren”™t overlooked.
Assemble a team of people. Include do-ers and managers. Pick a function to create a process map. For example, how are services delivered to customers and invoiced. Ask questions that lead to a list of the big steps that happen. For example:
- Is there a written schedule, detailing what happens when?
- What kind of meetings are held to review the schedule?
- What steps happen in order to perform the work?
Draw lines, linking one action to the next. Debate what”™s the most efficient and effective way to get through the entire process.
Include feedback loops ”“ where to go if there”™s an error, how people are informed when actions are completed. Define the acceptable timeframe and error-ratio of each activity. For example, it might be okay to be a day late in sending out an invoice. It would never be acceptable to skip sending out an invoice.
Ask people who currently perform the work to write out what they do step by step. Once the first person has written out the steps of an action, hand it to someone else to perform the steps. Wherever questions come up, make notes to clarify the written procedure. Edit the written document and hand it to a third person to go through the steps. Once someone can perform all of the steps without asking questions, file it on the computer as well as in a procedure binder. It”™s now ready to be used to train the next new person.
Once all of the individual procedures are written out, it”™s time to link them together. As the final step of one procedure, define the next person who picks up the ball and runs with it. Here are some questions to ask:
- How does the next person in line get notified it”™s time for them to step in?
- Who checks to be sure no balls get dropped?
- Who checks for errors?
- What happens if there”™s a problem?
Link all of the procedures into an overall flow of activities with checkpoints and hand-offs. This is your process map.
Once systems are developed, it”™s worth it to set a review schedule. Meet monthly to review how things are going. Discuss where errors happen. Decide if things are moving along fast enough and accurately enough. Discuss actions to take to make improvements. Incorporate those notes into the procedures and process map.
Looking critically at the work of the organization can contribute to improved performance. Taking out errors is one way to minimize waste and increase profits. Figuring out the shortest path to take, to complete tasks, can lead to greater efficiency, which is one way to put more money on the bottom line. Finally, having a process map rich with procedures, to use in training, helps to insure that lessons learned in the past are passed along.
Looking for a good book? “Improving Business Processes” by Harvard Business School Press.
Andi Gray is president of Strategy Leaders Inc., www.StrategyLeaders.com, a business consulting firm that specializes in helping entrepreneurial firms grow. Questions may be e-mailed to her at AskAndi@StrategyLeaders.com or mailed to Andi Gray, Strategy Leaders Inc., 5 Crossways, Chappaqua, NY 10514. Phone: 877-238-3535. Visit www.AskAndi.com for archived Ask Andi articles.
