An analysis of the critical path of an organisation's processes
To determine the critical path of product or service delivery of an organization or unit and to improve that path by improving time use, aligning steps, etc.
- Paper or cards
- tape or sticky wall
1. Brainstorm steps or activities of a process on cards (one activity per card),
2. Put inputs and outputs on each card.
3. Put in sequence or flow chart showing sequence, inputs/outputs and relationships
Note this example
This procedure can be used in a number of ways. For example it can be used to optimize the amount of time needed for the path. In this case
1. Put the amount of time that is needed to do this and the amount of time that is normally taken.
2. Compare the two.
3. Ask how the normal time be moved toward the optimal being careful to be realistic about how close normal and optimal time can be.
Usual or Expected Outcomes: An analysis of the critical path of an organization's processes
Examples of successes and failures: The regional broadband instillation team of a national telephone company wanted to shorten the amount of time needed to install broadband to corporate customers. At the beginning of the workshop the standard time was 15 days 5 of which were actual installation and 10 were administrative. After the workshop they determine they could do the whole process in 3 days and decided to offer 5 days to the customer.
Source: Doyle and Straus, How to Make Meetings Work, Berkley Books, 1976, 1993
Derived from: Found in Jo Nelson's "Meeting Tools" List