Define the most important Core Processes

The first step toward your department's / unit's operational excellence is to go through 3 stages, as follows :

1. Define what your core processes are, and among them, the most important ones.
2. Choose the 3 most important Core Processes, and identify how you are going to measure their performance, i.e. the attribute of the output of the processes.
3. From point no.2 above, create  Data Collection Plan document. Tell the nature of the data (e.g. continuous vs discrete), how frequent the measurement will be, and who will conduct the measurement & who will interpret them for you.

Without defining first what's most important, you might end up measuring trivial things.

 

If a department head fails to measure what's important, chances are, he/she will fail to continuously improve his/her operation.

 

Key takeaway : use Data Collection Plan

The mapping of processes and job function

You have your processes in place, and you have your people who run the processes. But have you map it properly ? Please ensure that you have a proper mapping of which job function runs which process.

It is always a good idea to have the map in place, for some reasons :

1. It will eliminate ambiguity, of who will be responsible to which process.
2. It will identify the scope of work of a job function, and therefore will make it easier for you to define the "Operational Definition" of his KPI (key performance indicator).
3. You will be able to balance the workload of a job function, against the others.

Point no. 3 above, is particularly important.

Because we know that ecosystem changes, we should assume that processes will change and evolve, too.

Without a proper mapping of job function vs process, You and your successor will find it difficult to manage your operation, over time.

Process Key Performance Indicator

An excellent manager will know the importance of its operation's key performance indicator. If you  are yet to have ones in place, may I suggest you do the following :

1. Identify your goals, i.e. the output of your operation. "Do you have 2 goals, or 3 goals, or even more ?" Pick the 3 most important ones.
2. For each goal, identify its Critical Success Factors (CSFs). CSF is an action, (or actions), that need to be taken, to achieve the goal.
3. How can you tell, whether your CSF is done properly or not ? the answer is : you will have to set up a Key Performance Indicator (KPI) for each CSF. Having a KPI will indicate whether or not, the CSF is run as you wish.

The rest is easy : you will need to monitor the KPI on a periodic basis. Having your KPI consistently met, is the best way to ensure that you keep scoring your goals every month.

Bear in mind the famous adage : "You can improve what you can measure",  and   "What gets measured, gets done".

Process Repository

Process Repository is a pool of information, regarding all your processes. Suppose you are a Bank Branch Manager, you can't afford to be ignorant about your Branch's main processes.

First, you have to classify which processes belong to Core Processes, as opposed to Supporting Processes. They are of different importance to your business managers. Nevertheless, as a Branch Manager, you will need to ensure that both are robust.

If you are yet to have your process repository in place, this is what I suggest you to do :

1. Identify the products and services handled by your staff (those offered to your customers). The processes pertaining to these, are called Core Processes.
2. Identify the supporting activities, without which, your Branch will be paralized. Know these as Supporting Activities.

Sample of Core Processes, are : Personal Saving Account Opening, Receiving Tax Payment on behalf of the Tax Office, Foreign Exchange Bank Notes transaction, Disbursing Mortgage Loan, Funds Transfers, etc.

Sample of Supporting Processes, are : General Affair activities, Office Logistics procurement, daily Compliance Checking activities, Office Security.

Have all these activities recorded in your Process Repository.