Learn process analysis

Process analysis explained: what it is, when it pays off, the five steps, the key metrics (lead time, cost per case, utilization) and common mistakes.

How to map the current (as-is) process: interviews, walking the workplace, collecting forms, the workshop, the right questions and times as ranges.

Scope a business process before mapping it: trigger, result, customer and participants, and how a SIPOC frame keeps the mapping on track.

BPMN explained in ten minutes: pool, lanes, start and end events, tasks, gateways, timer events and data objects, plus how BPMN differs from a flowchart.

How a swimlane diagram works: which lanes you need, how to name them, why every change of lane is a handoff, and how to count and reduce handoffs.

How to calculate lead time from processing and waiting time, why ranges help, how loops and parallel paths change the result, with a worked example.

How to collect case counts for a process: system reports, tally sheets, estimates, peaks, period conversion and volume figures for ERP requirements.

Why exceptions belong in a process analysis: case types with shares, own paths at decisions, different times and metrics per case type.

How to calculate lead time and cost for processes with decisions, queries and rework loops – with a fully worked example and the common mistakes.

Calculate process cost per case and per year from processing time, hourly rates and visits – with a worked invoice example and its limits.

Calculate staff demand in full-time equivalents and utilization per role from case count and processing time, with a worked example and backlog.

Find the bottleneck of a business process: the role with the highest utilization from 85%, why it is not the longest wait, and which levers help.

What a media break is, how to count it per case, and why forms and documents belong in the process model. With a worked invoice example.

Seven typical weak spots in office processes, how to spot each one in the numbers, and how to get from symptom to cause and to a ranked list.

How to turn weak spots into measures, calculate their effect on lead time and cost, work out payback and derive the future (to-be) process. Worked example.

Why to map current processes before choosing an ERP system, which volumes and variants belong in the requirements, and how to keep the effort in check.

What a process landscape is, how management, core and support processes are arranged, and how to get from the overview to a single analyzed process.

Three ways to put numbers on a process: instant calculation from estimates, simulation, and process mining from system logs. What each can do and when.

The terms of process analysis in one place, from backlog and bottleneck to utilization and waiting time, each explained briefly with links to the lessons.