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Process optimization with simple means: the power of visualization

机译：通过简单的方法进行流程优化：可视化的力量

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Purpose - The purpose of this paper is to report on observations of administrative work processes in two Danish manufacturing companies. The brown paper method was applied in both cases as a visualization technique to map the process flows and to highlight improvement areas. The paper explores the process and discusses drivers as well as barriers for this form of employee involvement in optimization and change programs. Deslgn/methodology/approach - The paper is based on two case studies that illustrate the process of completing a brown paper exercise. Key staff along the process flow, from sales and order entry to the physical delivery of goods, participated in a structured course over a one-month period. Findings - The paper stresses the importance of collective learning and validation of current practices. One success factor is the ability to create an atmosphere of openness wherein staff are able to speak freely and honestly. This process provides top management with a range of areas to consider for future optimization. Top management commitment is an important factor in driving the process beyond just mapping as the two cases demonstrate. Practical implications - Important elements in such visualization processes are commitment and support from top management and a common understanding of the terms, techniques, and methods utilized by employees. Spending time discussing the approach and explaining why it is needed as well as providing training is believed to be vital to the success of the process. This paper has relevance for all types of private and public organizations. Social implications - The paper underscores the value of involving employees in assessments of existing business performance gaps, explorations of root causes for their existence, and planning activities in order to develop the business. Originality/value - The paper makes a contribution to a limited number of publications that report on how companies in practice conduct common process mappings in order to identify areas for improvements.
机译：目的-本文的目的是报告两家丹麦制造公司对行政工作流程的观察。在这两种情况下，牛皮纸方法都被用作可视化技术，以绘制工艺流程图并突出显示改进区域。本文探讨了这一过程，并讨论了这种形式的员工参与优化和变更计划的驱动因素以及障碍。设计/方法/方法-本文基于两个案例研究，这些案例说明了完成牛皮纸练习的过程。从销售和订单输入到货物实际交付的整个流程中的关键人员参加了为期一个月的结构化课程。调查结果-本文强调集体学习和验证当前​​实践的重要性。一个成功因素是创造开放氛围的能力，使员工能够自由坦诚地讲话。此过程为高层管理人员提供了一系列领域，供将来进行优化。正如这两个案例所表明的那样，高层管理者的承诺是推动流程超越绘图的重要因素。实际含义-这种可视化过程中的重要元素是高层管理人员的承诺和支持，以及对员工使用的术语，技术和方法的共识。人们认为，花时间讨论该方法并解释为什么需要该方法以及提供培训对于该过程的成功至关重要。本文与所有类型的私人和公共组织都有关联。社会影响-该文件强调了让员工参与评估现有业务绩效差距，探索其存在的根本原因以及计划活动以发展业务的价值。原创性/价值-该论文对数量有限的出版物做出了贡献，这些出版物报告了公司在实践中如何进行通用流程映射以识别需要改进的地方。

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