Process optimization, why should you?

What is process optimization?

Processes are series of recurring activities. In every organization, several processes run alongside and through each other: production processes, purchasing processes, sales processes, logistics processes and financial processes. Managing all these processes, according to a certain strategy is called process management. Improving them is predictably called process optimization – the things you improve in your processes in practice.

Why is process optimization necessary?

There are quite a few reasons to optimize processes. Perhaps you want to reduce wasted time and money, reduce the number of customer complaints, or cut costs due to of changing economic conditions. Sometimes it's simply necessary because the competition is innovating faster and you don't want to be left behind.

But process optimization is not just about efficiency. It can also contribute to a stronger corporate culture or help new employees settle in faster. The scale of a process is of little importance in this regard, but logically, the larger the process, the more people and interests are involved.

Important to remember: process optimization is not a one-time action, but an ongoing part of organizational development. It pays to regularly evaluate where processes can be smarter, leess complicated, or more effective – with or without the use of new technology.

Plenty of opportunities for process improvement

The greatest opportunities for improvement often lie in optimizing your primary or operational processes – the core activities that contribute directly to delivering a product or service.

It is precisely these processes that make the difference for the customer and thus for achieving your organizational goals. Because they have a direct impact on customer experience and customer satisfaction, any improvement is noticeable on the ground.

There are plenty of opportunities to get started, and the great thing is: you decide where to start.

Process optimization in three steps

No two processes are exactly the same, but successful process optimization almost always follows three fixed steps:

Step 1: gain insight into your processes
Start by mapping out all the processes within your organization. What steps are taken, who is involved and what resources are used? Also map out which processes are crucial to the organization and how much time they take.

Step 2: identify areas for improvement
Next, analyze where things can be improved. Where does delay or waste occur? Which steps add (too) little value or cause errors? By examining this carefully, you get a clear picture of the bottlenecks.

Step 3: optimization and implementation
Finally, you translate the insights into concrete improvements. Adjust processes, test new ways of working, and implement the optimizations in practice. This way, analysis actually leads to progress.

Making choices

Of course, it is not that simple. Practice often proves more difficult – especially in the VUCA world we live in: full of change, uncertainty, complexity and ambiguity. Once you start digging, you soon discover that there is always room for improvement. But where do you start? And what do you leave out?

And another thing: changes require not only new processes, but also people willing to embrace them. It is precisely during implementation that you notice how crucial support is. That is why process optimization is not only about making the right choices, but also about involving colleagues in the why and how of those choices.

Process optimization models

Several models can help organizations improve their processes. One of the best known is the PDCA cycle, also known as Deming' s quality cycle. This model forms the foundation of process optimization and revolves around continuous improvement: planning, executing, controlling and adjusting. The principle of Total Quality Management also revolves around continuous process improvement.

In addition, there are methodologies such as Six Sigma, Agile, Scrum and the already mentioned Lean. Although they each have their own focus and approach, they share the same core: systematically analyzing how processes can be improved and then implementing those improvements sustainably.

There are clear differences between the models. For example, Lean is often seen as more practical and less complex than Six Sigma, allowing employees to get to work with it more quickly. Lean also focuses on improving processes across the entire organization, while Scrum lends itself better to optimization within smaller teams or specific projects.

WoodWing Scienta strengthens and improves your processes.

Do you work with a specific quality model and want to capture processes unambiguously? Then WoodWing Scienta offers exactly what you need. The platform doesn't just help to document processes, but also to make improvements really come to life throughout the organization.

Scienta allows you to record the processes step by step and include clear instructions so everyone knows what is expected of them. This way, you don't just share knowledge, you secure it too.

After all, process optimization is not a task of the quality manager alone – it is a joint responsibility. That's why in Scienta employees can easily submit suggestions for improvements. Thus, continuous improvement becomes a natural part of daily practice.

In addition, you can create forms in Scienta that help create workflows for the organization. These forms support measuring, monitoring, and analyzing processes, and make it easy to collect feedback. This way, you create a culture of continuous improvement – the core of successful process optimization.