In part 1 of the series, we looked at clear business outcomes. If you’ve missed it, please click the link to watch the video.
Once you have clear business outcomes, you have a good sense of what needs to get done.
That takes us to the second operations fundamental, and it is streamlined workflows.
Workflows are processes that make up the operations engine. A process has several components: the tasks to be done, sequence, and who does what.
In your business, you likely have a process for customer acquisition, a process for service delivery, a process for billing and so on.
Streamlined workflows are critical for speed and cost, and they translate into service and margin.
There are 2 hiccups you want to avoid in order to keep your processes tight.
First hiccup, unnecessary tasks. You want to keep the number of tasks to a minimum. Do what is necessary to achieve your business outcome and nothing more. Get rid of just-in-case work.
For example, there is no need to file a paper document when you have a digital version saved.
The second hiccup is unnecessary handoffs. Passing the task from one person to another person, or another team when the first person has the capability to do the work introduces duplication and delays.
For example, applications to a learning program are screened by two teams for two different purposes. When you have well defined screening parameters, it is more efficient to have one person to handle the application end-to-end.
Workflows should be designed based on the business outcome. When you are tasked with streamlining workflows, make sure that you revisit the purpose, the business outcome, and assess whether tasks add any value. Convoluted workflows kill productivity, leading to delays and frustrations.
We have now looked at two operations fundamentals: clear business outcomes and streamlined workflows. Stay tuned for the third one.
For other tips on operational efficiency, see this blog on the Soft Side of Operational Excellence.