Process and knowledge management
Improving workflows
Where the time of a workflow really goes and which proven rules help to redesign it together.
Where the time goes
In most workflows the actual work is short. For most of the time an item lies and waits: for an approval, a query, a signature. Anyone who wants to improve a workflow therefore looks at the flow of work first, and only then at how fast someone works.1
How to measure it is described under process metrics. Typical time sinks in design and construction:
| Time sink | Everyday example | First question |
|---|---|---|
| Waiting | The change order lies with management for a week | Who really has to approve? |
| Double entry | Hours first on paper, then in Excel, then in payroll | Where does the information arise first? |
| Hand-overs | Site management learns of a design change by chance | Who needs to know next? |
| Rework | Invoices come back because the order number is missing | What is missing the first time? |
| Searching | The current drawing revision sits in one of three folders | Is there one place for the valid version? |
Proven rules for redesign
There are well-studied rules of thumb for redesigning workflows. These six fit design and construction particularly often:2
| Rule | What it means | Example |
|---|---|---|
| Eliminate | Drop steps that change nothing | The second signature on every small order |
| Parallel instead of serial | Do independent steps at the same time | Pricing and schedule check of a change order at once |
| Check earlier | Move checks to the start | Check an invoice for completeness on receipt |
| Combine | Merge small steps into one | Order and delivery date request in one form |
| One person responsible | One contact for the whole case | One person follows the change order from notice to payment |
| Decide where the work is | Put approvals where the knowledge is | Site management approves small change orders up to a limit |
With the people, not over them
A few metrics show whether the change works.