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Preparing for Change: Process Mapping

Preparing for Change: Process Mapping

Preparing to introduce new technologies or business processes is an exciting and forward-looking time, but all too often the future business processes are defined without firstly clarifying exactly how the operation is working today.  This leads to constraints or obstacles being overlooked which then manifest as problems in the run up to, or during, implementation of the new ways of working.

For successful implementation of any change we advise that companies document and review the current state before, or as part of, the business case preparation.  Start by documenting the relevant operation in a macro-level process map, a review of which will inform any need for further, more detailed mapping.

Benefits of Current State Process Mapping

There are many benefits in taking the time to document and review the current state in preparation for business change, here’s our top ten:

  1. Firstly, confirm that change is required!  Define and agree the scope and benefits of the proposed change, in context of the current operation, to inform an astute and robust business case.
  2. Understand the current operation to minimise the reliance on assumptions in the business case, or when developing the future state.
  3. Identify operational stakeholders. Engage with stakeholders from the outset to increase the likelihood of a favourable reception to the proposed change and deliver better implementation outcomes.
  4. Identify ‘easy win’ improvement opportunities that can be realised in the short term.  Colleagues benefit from being empowered to make improvements and learn that change can be identified and delivered locally, outside of large-scale projects.
  5. ‘As is’ process reviews show up existing problems for further root cause analysis.  Form a plan to address issues before, or as part of, the business change to avoid costly delays and revisions during implementation.
  6. Visual process maps are an effective tool to highlight overlooked process irregularities.  In some instances, such ways of working cannot be changed and must be accommodated within the future state. Identify these early in the change process to prevent disruption when the change is implemented.
  7. End-to-end knowledge of how the business works today helps inform the design of a viable ‘to be’ future state, and to understand dependencies.  The ability to communicate the ‘as is’ process in a clear, easy to understand format is especially important when working with third parties, avoiding delays and/or revisions arising from misunderstandings or miscommunication.
  8. Support stakeholders to confidently scrutinise the proposed future state through the development of insightful proof of concept scenarios.  Reduce the risk of and from undocumented assumptions and dependencies.
  9. Visual ‘as is’ and ‘to be’ process maps illustrate the difference between the current and future operation.  Use this insight to identify the degree of risk.  Minimise significant risk by planning a series of phased changes, providing reassurance to colleagues and customers alike.
  10. Lastly, capturing the ‘as is’ process enables the benefits of the business change, once implemented, to be measured and proven against the documented ‘as was’ process.

The Davies & Robson team has supported customers with end-to-end current state and future state mapping to assist decision-making in support of new technologies and ways of working, and to fully realise the proposed benefits of such changes. 

Contact us today to discuss how our consultancy team can help your organisation prepare for change, through our consultancy, audit and assurance or training services. For more information contact us on 01327 349090 or email info@daviesrobson.co.uk

PROCESS IMPROVEMENT & LEAN MANAGEMENT CLIENTS

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