
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
Generating actionable insights
To do that, use the following grid to evaluate each vital sign at each step of the happy path, as well as the process as a whole, and categorise it as one of the four:
NR | not relevant / impact |
OK | relevant and measured and doing well |
NO | relevant and measured but not doing well |
NM | relevant but not measured |
Note: This is deliberately a non-quantitative view at this stage. Depending on our analysis, we may choose to selectively add some actual values at a later stage.
You as the process owner are well placed to decide whether a metric is measured or not, or doing well compared to target or not. However, can you tell which vital sign is important for what kind of process or step? A list of insights based on extensive industry experience and research on which metrics are relevant for the various types on processes and Steps can be discussed and shared through our free web consultations at openorbit.net/free_happiness
The next step is to similarly take each impediment in turn, and categorise it for each step as well as the process as a whole, into one of the following states:
NR | not relevant / impact |
OK | relevant and measured and doing well |
NO | relevant and measured but not doing well |
NM | relevant but not measured |
Note: An expert may at times be better at determining relevance of metrics and likelihood of impediments. We can provide that mentoring through our free web consultations at openorbit.net/free_happiness
Before we can start work on an action plan it is important to ask the pertinent questions from the list of impediments (too much waiting, too much rework etc) at each step, and mark it accordingly.
What we have now is a diagnostic map of our business process, ready to be built into an action plan for improvement. An illustrative diagnostic map of our fulfilment example is shown below. Again, we can assist you with building an equivalent diagnosis for your process, and in particular assisting you in asking the probing questions to identify relevance and impact of the impediments.
– CLICK ON IMAGE FOR FULL VIEW –
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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