Processfix Master Class

If it ain’t broke, don’t fix it? Processfix would disagree. From processes that aren’t fit for purpose, to those requiring minor recalibration to enhance results, Processfix offer a solution.

A day spent in a hotel conference room in Newport Pagnall might not be everyone’s cup of tea – but it turned out to be well worth the visit for Sandra McCalla and Louise Rudge on a cold and wet day in February.

Processfix, based in Milton Keynes, are leaders in improvement programmes designed to transform performance in the workplace and deliver immediate results via empowering staff to re-evaluate the way they do things. Working with a number of different organisations, including increasingly those in Higher Education, the facilitators were keen to share their refreshingly different approach to process improvement by way of a ‘process masterclass.’

The day-long hands-on session centred round a work-based simulation exercise. The aim? To illustrate the potential significant process enhancements possible by utilising a number of practical process tools and techniques. By the third run of the simulation, the results were indeed transformative.

Each assigned roles for the day – including Louise as a lowly mailroom clerk and Sandra overall supervisor – eleven delegates from Higher Education and pharmaceuticals industries, worked together to consider work-flow in a Sheffield benefits processing office. Along the way we were schooled in the art of ‘process-fixing’, including but not exhaustive:

• The three principle features of ‘process-fixing’ – elimination of waste (of which there are seven types), involving everyone, and continuous improvement.
• The most appropriate tool to capture an ‘as-is’ processes - string diagram or process map anyone?
• The need to consider the four main drivers of change - regulatory, technological, demand, customer expectations.
• The most effective way of capturing and presenting data to identify which key areas of a process require particular attention – histogram? Value stream mapping or Pareto chart to identify process ‘bottle-necks? Or a run-chart to identify anomalies (special and common causes) and trends?
• The importance of understanding the rhythm or ‘pulse’ of a process via takt-time.

From a poor beginning – a risible 8 minutes 23 seconds average application processing time and a number of deflated senior managers! - to one minute and 42 seconds and 100% accuracy by the third run through, the group was on a high by 16.45. Although our celebrations were momentarily dampened by the facilitator who informed us the quickest teams have completed in well under 42 seconds, let alone one minute 42! 

Despite this, the results were dramatic. I’m confident that with some additional finessing, a fourth attempt would have resulted in an even quicker time.

Overall, the day offered a refreshing approach to process improvement. The tools, whilst theoretical in origin, were presented in a practical and applicable manner you could envisage utilising back in the work-place. The key messages were clear and simple, and yet with the potential to be tremendously impactful.