👌Business process design and improvement

About the service

We are not talking about 'duty responsibilities' or 'duty instructions', which are already abundantly available on the internet. We are talking about the tangible (and therefore easily verifiable and modifiable by directors) actions of employees in carrying out their duties.

Sometimes, the customer may think, 'We'll write it ourselves…'. However, the person tasked with this often merely monitors the actions of employees, recording what they do throughout the day, week, and month, documenting events 'as they have occurred in the past', rather than 'as they should actually be'.

In addition, such a 'do-it-yourself' process is often time-consuming. There's no guarantee that the result will be finished and presented in a convenient format. Moreover, circumstances may change several times during this period.

In order to avoid unproductively spending your own time and effort, you can entrust this work to us. With almost 20 years of experience, we complete these tasks quickly and to a high standard.

How the design process unfolds

Step 1. Analysing and visualising employee functions

First, the work and functions of the employees are studied. An illustrative visual selection of work segments is created.

Step 2. Assessing the required skill level

An assessment is then made of the level of skill required to perform each task.

Step 3. Transforming vague "slogans" into clear, understandable functions

Then, detailed specifications and clear definitions of the functions are developed, including deciphering and changing generic “slogan” wordings of the following types:

• To manage

• To provide

• To organise

• To introduce

• To interact

• To monitor

• To achieve

• and others...

into "transparent" and visibly representable (even for a non-specialist in this field) working formulations.

Step 4. Detailed work descriptions and bottleneck identification

Then there is the detailed description of the works to introduce concrete and verifiable conditions - so that it becomes clear what functions each employee performs and what the tangible results of their work are at different stages. Identifying and removing bottlenecks in the chain of interactions between employees or departments is simultaneously explained in detail.

Step 5. A guide to managing issues and deploying technology across the enterprise

Additional guidelines are provided on the management of problems, including implementing useful technologies (standards, rules, benchmarks, methods, templates for documents, etc.) within the sections or across the enterprise.

Step 6. Checking for common errors

• Is there no ‘long integral processes’ within the Company, where each employee or department completes a comprehensive cycle of work ‘from start to finish’ (for example, ‘leading’ the Client from their initial contact through to ‘persuading’ them, the signing of documents, and onto ‘dispatch’)?

• Isn’t there a collision where a highly paid employee is actually performing low-skilled, inexpensive work (routine or standard)?

• Are there instances of ‘duplication’ of roles or, conversely, ‘gaps’ in the workflow and the emergence of new sequences without anyone assuming responsibility for them?

• Is there a ‘mixing’ in one role of different work technologies, or different level functions (e.g., ‘decision-making’ and ‘execution’ of tasks), and other issues?

• Is the employee in each position tasked with ‘single-type work’ functions, or must they switch between different tasks multiple times?

• Does an individual inadmissibly switch from a psychologically demanding job to an easier and more agreeable one that does not require special skills?

• And others from the list of common ‘bottlenecks’.

Step 7. Introducing 24/7 Smart Salary AI Advisor

We will create an AI-assistant-consultant who will be well-trained in this already very well described business process and will be available to answer any employee's questions at any time.

Developers

Sergei Sychev

Developer

Sergei Sychev, "TRIZ-RI Group" Expert in TRIZ and business process improvement from 1987. Management consulting experience - since 1989.

Alevtina Kavtreva

Ksenia Tkalich (Remizova)

Price and Your Benefits

Number of Items	Cost per Item in USD
20	890
15-19	930
10-14	990
5-9	1 025
3-4	1 145
2	1 535
1	1 730

This service is carried out comprehensively for all processes across the entire business. However, if you order individual processes, the following coefficients are applied:

Level 1. Coefficients for chief executives

For senior executives of large companies or heads of groups of companies, a coefficient of 4 is applied if only a description and improvement of their own processes are ordered, without optimising the performance of the entire division.

To clarify, this adjustment is necessary because an effective business process for executive positions requires extensive research, formalisation, and evaluation of multiple departments.

Therefore, a comprehensive development process benefits the customer—it is more favourable to receive a complete package at a similar price. If design or improvement is ordered for more than half of the unit's business processes, no adjustment factors are assigned.

Level 2. Coefficients for small team leaders

Should an executive of a small autonomous business commission business process design and/or improvement, and the order encompasses less than 50% of their business processes, a threefold multiplier will be applied.

Should the design or improvement be commissioned for more than half of the unit's business processes, no adjustment factors are assigned.

Level 3. Coefficients for a department

If the design or improvement of one or more processes within a large division is ordered, a coefficient of 1.5 will be applied. However, should the design or improvement be commissioned for more than half of the unit's business processes, no adjustment factors are assigned.

Level 4. Zero coefficients

When business process design is ordered for a whole company, no adjustment factors is applicable under any circumstances.

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