prepared by

Jiří Střelec

The process setup of a company is a long-term matter. It only takes months to define processes. It costs the company a huge amount of employee capacity and of course the company’s money. It will take a number of weeks before everything goes into practice and the manager decides something based on the results of the process. To this end, employees often do not even follow the processes, a number of changes take place and the results are skewed. Isn’t it better to try the other way around and have the results immediately, to decide on the basis of the current state and to set the processes according to real shortcomings?

The daily operation of the company consists of a number of routine and repetitive activities. These include, for example, the creation of products, offers, issuing invoices, shift planning, reporting, employee evaluation, etc. Where the activity is repeated several times a year, it makes sense to introduce process management. Just find a simple and effective way to process this activity and whenever you just need to do it according to the procedure. Most companies have a whole company’s management system based on process management.

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• Employees do not follow the process – they do not remember everything, they do not understand the meaning of the rules, they are overwhelmed by the operation, the boss does not require processes or does not follow them himself, they do not remember at the moment that they have to do according to the process….
• Times have changed – everything changes so fast that many processes need to be updated after they are processed
• Other habits and reluctance to change – the employee did not participate in the processing and is used to work differently. He feels better because he has a routine in it.
• The process is a whip for the wrong job – the process clearly shows how the work needs to be done and thus clearly shows who is doing the wrong thing. Improper pressure on the audit will deepen the resistance to processes and generate a number of alibi why not follow processes.
• There was no visible benefit – workers do not see specific benefits to their work. It didn’t save them anything, or no one even showed them.

• how many service requests we received
• how many were done in 1 day
• how long the given type of service intervention lasts
• ….

• how many technicians had to leave
• number of spare parts consumed
• PHM
• departure costs
• …

• number of solved service interventions within 1 hour, 24 hours,…
• unresolved interventions
• number of service complaints
• …

• growth in consumption of specific parts with production in Spain (Covid period) – closing borders and stopping supplies
• 8 out of 10 services are for one VIP customer – the idea of poor quality service
• ….

Start with reports with the numbers (kpi) you need to make decisions and work on setting up processes to achieve the best kpi.Own wayArticlesProcess Management – Start with reports and kpi@Process mapModelingPower BI