Go slow to go fast with process mapping

It sounds counterintuitive. Why go slow when the objective is to reach the endpoint as fast as possible?

That’s exactly the issue at many organizations: They fail to recognize the complexities of effective project management and focus only on doing the “mad scramble,” where individuals and groups operate independently to change out packaging fast on the line.

To go fast, organizations must step back and assess the cross-functional development process from end to end. Process mapping is a tool to determine who is involved, when they are engaged, what activities and value are provided, and how much time it takes for each task. Once mapped, organizations realize there are many process loops, redundancies, and unnecessary parties in the process.

Developing a streamlined process map typically requires senior leader sponsorship to drive organizational change, eliminate turf wars, and ensure the process is focused on competitive advantages of delivering reduced cost and significant speed to market.

Typical benefits include:

• Reduced resource effort across the organization.
• Consistent delivery of high-quality and error-free solutions.
• 50% or better reduction in process cost and concept-to-execution time.
• Improved organizational collaboration and process understanding.

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