We set up unique measurement systems for business processes.
Companies use performance measurement indicators (KPI) to plan business activities, measure deviations between expected goals and achieved results and take necessary action to correct gaps.
Planning, control, timely corrections: it is a method that has the scope of measuring business processes. But the measurement data are fragmented between different functions, systems and methods of evaluation and the discretion is such that bringing them back to a single dimension is not easy. We also consider that data collection often follows different input and processing logics and there may be discrepancies.
With our Process Measurement service, we centralize business processes in digital platforms to measure business progress, identify inefficiencies and ensure compliance of data entered in the flows designed
These are operations such as data entry, the processing of requests, the completion of the bureaucracy related to approvals: the back office must complete them and quickly, so as not to penalize the operation, committing much of their time in boring but necessary activities, with the risk of errors due to the large volumes to be managed.
Companies believe that the solution to their problems is technology, but dematerialization within digital platforms is no guarantee of efficiency. A process not optimized will remain so even on digital, if not preceded by an analysis and an organizational review according to the goals of the people involved.
The road to productivity - and consequently to competitiveness - involves the rationalisation and optimization of processes. According to McKinsey, at least 30% of business processes could be automated: we’re talking about those repetitive, low-value-added tasks that employees do on a daily basis, repeating them with recurring manual automatisms.
The digitization of processes is preceded by an analysis phase aimed at optimizing them according to the desired measurement objectives: we can verify at any time the impact on the business, end users and the effort required according to the most suitable evaluation KPIs.
With our Process Automation service, we review processes within digital platforms: we map activities without any added value, we identify the most efficient path for the people involved, we automate and robotize individual process parts with the support of AI and RPA bots and enable constant auditing of processes in an overview, in order to improve them.
With different measurement metrics related to individual processes, it is difficult to make comparisons, let alone arrive at the analysis of deviations or the identification of general trends. Analysis is always discretionary.
A single process can work, but the combination of multiple processes can be inefficient. The absence of a common factor in the measurement shows the detail but not the general.
The indicators focus on the efficiency of the process but not on the impact it can have on the business: often companies do not take into account this aspect, which is fundamental.
Allocated resources, workflows, activity progress, allocated budget, KPIs are so many pieces of a single mosaic but companies manage them separately, failing to optimize their processes.
Routine activities do not allow you to fully exploit the professionalism and specialization of your employees to create added value and thus raise overall performance.
Processes rely on various business tools and much of the data is entered manually. There may be errors and unevenness, but cleaning and normalizing data takes a long time.
You have processes that run according to recurring inputs and schedules. However, you cannot identify the rules and automate them in order to scale costs.
You want to digitize and automate processes, but you’re up against projects and technologies that require advanced coding and implementation skills.
Process measurement is an evidence-based best-practice that identifies inefficiencies and room for improvement. However, most companies measure individual processes without being able to put them into a map of the value flow that the combination of processes provides to the end user and the business. To make process measurement really effective, you should:
In the company you have established procedures defined with time and experience, whose activities are measured to verify the achievement of objectives and deviations. However, the fragmentation of the information systems and KPIs used prevents the identification of internal process relationships and the understanding of interdependence, as well as the variation between them. For example, you may find that to complete a process step, some units take an hour or five hours to complete, without understanding what is responsible for the variation.
To eliminate process discretion, you should operate a standardization: digital has this advantage because it integrates systems and databases and binds users to unique and controlled procedures, in full compliance with compliance. A digital platform can host ad hoc designed flows and ensure process congruence. But it is necessary that the drawn flows produce useful measurement data and do not complicate their collection with redundant or aimless procedures.
To define flows and KPIs, you should create a value flow map, outlining the processes that provide value and the data that allow you to measure their impact on the business on a daily basis. Technology must be able to produce by-design elements useful for your analysis.
At a glance you should be able to identify the status of your processes and services resulting from the combination of processes: information such as the impact of each activity on the end result, the effort required for each of them, the satisfaction of users and customers allow you to optimize them in order to maximize value.
Process automation - in addition to freeing up people’s time and reducing management costs - gives businesses ample room for improvement by collecting and processing data that can be used to increase efficiency. To get the most value from technology, you should:
In order not to limit yourself to the simple dematerialization of processes and their inefficiencies, you should start from an analysis of staff operating flows, identifying complexities and bottlenecks to achieve individual goals. Where there are processes that present a set of elements (activities, actions, tasks, results and products) that follow predefined steps in producing repeatable results, studied the relationships triggered between the various figures and within the business systems to identify what could be the easiest path of management and approval for the people involved.
At a later stage, evaluate the level of complexity of the required interaction: different automation scenarios must be provided depending on whether or not human supervision is required. There are software/bots that help maximize individual user productivity by automatically compiling data while the user is part of the process - and others that can operate indiscriminately according to predefined rules on large volumes of data.
The inclusion of any bots or automation can have an impact on business systems. You should investigate the most effective integrations for data synchronization and verify that they meet the compliance required by the license agreements of the software involved.
The digitalization of processes is tied to the previous analyses: the final step is to bring them to a centralized platform that is easily accessible to all parties involved, so that they can cooperate wherever they are. Automation speeds up approvals and eliminates repetitive steps. At this stage, you should make sure that the execution and input of the data comply with coded and constrained steps, to generate uniform and already normalized data. This is the only way to monitor and review processes on the basis of concrete information rather than subjective opinions.
We create a unique measurement tool,
designing and reviewing business processes - intra and cross-functional - on a centralized digital platform.
We offer decision-makers dashboard that at all times allow to verify the impact on the business of individual and combined processes in order to detect in an integrated way the cases of variation, bottlenecks and the margin for improvement.
We are committed to providing no-code and low-code solutions and technologies to facilitate process control and management, whatever the level of maturity of the companies involved. We include elements of assisted automation and not on the individual parts of the process to facilitate the exchange of information between systems and speed up people's work, putting them into an overview that managers can use to analyze them, monitor and improve them.
We digitize processes starting with the creation of a value flow map.
We create process-related dashboards from business-relevant KPIs.
We ensure compliancewith designed flows and data collection according to company policies.
We identify the room for improvement to increase satisfaction
We bring together performance indicators of different business functions.
We analyze and review business
processes to make them more efficient.
We allow companies to
be more resilient and scale.
Would you like to measure business processes
according to KPIs relevant to your business?
Would you like to make processes more efficient through automation?
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