A strategy for Process Improvement must be focused on quantifiably improving Service Delivery for both Internal and External Customers. Specifically, whether it is decided to improve or redesign existing processes, the distinction between Information and Knowledge should be made clear and the requirements to distribute and use both examined in detail. Important decisions need to be made regarding the degree of “Knowledge” disseminated to the first point of contact as opposed to “Information”. Many organisations will use software to resolve these issues however this should only be done the actual processes to be used have been agreed.

Process Improvement is a long term continuous improvement activity. Once a process has been improved or redesigned appropriate measures should be put in place to benchmark success. Additional refinements and improvements should then be made until long term objectives are met.

Unfortunately in this electronic age, recent research shows that making contact with organisations via the web is not always reliable with many enquiries simply being unanswered. There may be a real need to redesign your processes to match the increasing ways that your “customers” now access your services.

With this in mind one real objective of Process Improvement should be to improve service delivery to both internal and external customers and must be considered as part of both short term and long term planning for your department or organisation.

Process Improvement is best considered on each occasion that structural or organisational changes are proposed and is initiated with all parties having a clear idea of the objectives of the exercise. Best results are obtained when it is carried out using Cross Functional and Cross Hierarchical Groups of employees.

But beware, Process Improvement should not be used to solve other issues such as individual performance levels or policy issues or be added to the list of any one manager’s annual objectives as a formality.

In local authorities it is being used increasingly to meet the demands of National Indicators, CAA, Organisational structure initiatives and long term investment opportunities. Future problems or government initiatives will throw up other opportunities.

As a result, your Process Improvement activities must be anchored to your overall Corporate and Departmental plans and objectives.

Process Mapping is one tool that is used in the Process Improvement or Redesign Route Map. It encourages staff to consider their processes from the customer’s point of view and is an excellent way of describing the situation as it is now. As such it provides a valuable grounding for staff in understanding what makes the existing process work well or badly and consequently gives a clear insight into how processes and performance may be improved.

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