A practical approach to better business

Driving immediate and tangible benefits with ‘Happy Path’ analysis

Vital Signs Analysis

What is vital for the Customer? For the Business?

Identifying Causes of Poor health

Frequently occurring impediments to good health

Defining a Happy Path

What happens when everything goes right

Generating actionable insights

A time to bring it all together

Building an implementation plan

Specific actions with owners and dates

Summary

You as the process owner have developed a roadmap to get to process happiness

VITAL SIGNS ANALYSIS

Quite like the human body and its vital signs (for example blood pressure, temperature and pulse rate), processes too have vital signs that can tell you if there is a need to look deeper, and if so in what direction.


The Customer’s Perspective

From the perspective of the Customer (whether internal or external) of any process, one could say they want us to “not make them wait, do the work quickly once we get to it, and get it right the first time”. In other words, a business process has three vital signs of direct interest to the Customer – wait time, touch time and accuracy.

Note: These terms may be familiar to you or you may use other equivalent terms in your business. You can request for more information on a list of synonyms, aliases and proxies that will help map these basic metrics to other ways in which you can access data that will give the same end result.

The Businesss Perspective

In addition to these three metrics, we should also take in the perspective of the business itself. If processes are not efficient and cost-effective, the business cannot sustain itself. there are two more basic metrics that need to be included, even though an individual Customer may not care about them – volume and capacity. The first metric captures demand, with its obvious link to revenue and business success. The second metric captures our ability to meet that demand.

Lastly, to complete the picture there are two more metrics which we consider optional, given they are outside the scope of running the internal operations of the business – unit cost of input, and the Customer’s willingness to pay for the output. While they remain important to run a successful business, for this simplified example, we have not included them in scope.

So in summary, we have five vital signs – Wait Time, Touch Time, Accuracy, Volume and Capacity.

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A practical approach to better business

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Identifying Causes of Poor health

A practical approach to better business

Driving immediate and tangible benefits

Vital Signs Analysis

What is vital for the Customer? For the Business?

Identifying Causes of Poor health

Frequently occurring impediments to good health

Defining a Happy Path

What happens when everything goes right

Generating actionable insights

A time to bring it all together

Building an implementation plan

Specific actions with owners and dates

Summary

You as the process owner have developed a roadmap to get to process happiness

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Copyright 2018 Open OrbiT

 

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