Once processes have been analyzed and fields of action derived, they need to be evaluated. For this purpose, the fields of action are first described in a standardized way. Each field of action is given a title and a brief description. In addition, the underlying problems and their effects are described. A measurable parameter is defined which has to be improved. The measured parameters can be either qualitative or quantitative:
- In the area of production, for example, it can be the number of defective products or the duration of changeover times for production systems.
- In the Human Resources area, it can be the processing time for applications, the number of participants in advanced training courses or the duration of the preparation of personnel reviews.
- In idea management and innovation management, this can be the number of newly submitted ideas, the average evaluation of the newly submitted employee ideas, the processing time from submission to successful implementation, etc.
However, a measured parameter can also be the employees’ subjective satisfaction with a process: comprehensibility of the process, transparency and usefulness.
After the fields of action have been described and metrics defined, they are evaluated by internal teams of experts. On the basis of the evaluation, it is later decided which processes will be improved with higher and which with a lower priority. The evaluation criteria include:
- Need for improvement: How important is it to improve a certain process in the specific field of action?
- Usefulness: How great would be the economic benefit of a successful process improvement?
- Urgency: How urgent is process improvement? Is fast action necessary?
With the Innolytics® software for continuous improvement, fields of action for process improvement can be assessed quickly and easily.