To manage a company and maintain a competitive advantage, it is important to regularly analyze and refine existing company practices.
BPM (Business Process Management) - is the concept of process management of the organization, which considers business processes as the resources of an enterprise that are continuously adapted to the constant changes of the business environment. Therefore, there is no strict regulation to achieve the same result.
For each enterprise the implementation is worked out individually.
To solve optimization problems, it is important to have up-to-date data at the monitoring stage. Based on the analytics, it is possible to make decisions on process improvement and revision of regulations.
We recommend for the implemented business processes to conduct cyclic monitoring. For this purpose, it is optimal to think out and implement the formation of specialized reports by software methods.
Previously described the organization of the "Technical Support" department for an IT company. Read more in the article.
Also, KPIs were developed for this process and the system of collecting these statistics was automated. The initial analysis of the funnel was carried out and the necessary corrections were made to the business process.
KPI (Key Performance Indicator) is a measure of business performance.
In business process management, KPIs usually reflect performance, efficiency and productivity.
To ensure complete management, we have identified the following key indicators for the "Technical Support" business process.
All of these data can be automatically collected with minimal effort:
The ranking of directions by the metric "Requests closed with violations for the period" was generated.
A report (with automatic generation) was developed to monitor the effectiveness of individual Line 1 employees for the period. It included the following ratings on individual employee metrics:
We have worked through the collection of both Client and employee feedback to collect the following metrics:
After putting the process into operation, in the background, we began to collect analytics on the developed "Technical Support" process. Based on cost indicators and customer satisfaction, we began working on process optimization.
Naturally, without prompt feedback from the Customer's employees, it would have been impossible to optimize and rapidly refine the process in a short period of time.
As in any similar development, there were minor errors and inaccuracies in the Design and Simulation phases. We reacted to the information promptly and, if necessary, made corrections to the global process right in the combat mode.
We used the following techniques to analyze the business processes:
This is a method of parsing the business process in terms of strengths and weaknesses. We conducted it by directly interviewing the manager and questioning the most active employees of the "Technical Support" department.
As part of this analysis, it is important to have a well-established system of communication within the company. Otherwise, the analysis may be delayed up to the loss of relevance of the collected data. This analysis made the business process friendlier and more understandable for the Client's employees.
Allows you to identify the most costly parts of the process for the company. Optimization of such processes can give the best result at the lowest cost of resources. ABC-analysis is based on the Pareto principle - 80% of the result is achieved by 20% of the costs.
We identified 3 groups of types of appeals on the basis of collected statistics: A, B, C.
Thus, by optimizing the types of calls from group A, we relieved the workload of department specialists, which allowed us to almost twice reduce the average waiting time for an answer. This had a positive effect on the NPS indicator.
Based on the obtained data, we corrected:
We developed the basic metrics of this business process. Also, the Client's managers were trained based on the metrics to analyze this process. And in combination with the process administration functionality developed by us, it had a positive impact on further optimization of the business process.
To document the optimization process we plan to implement PDCA cycle (Plan-Do-Check-Act) recommended by ISO9000. PDCA cycle will create a system of continuous improvement of the business process. This deviation management cycle includes established groups of requirements: planning, execution, accounting, control, decision making.
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