Process reengineering has been used by business and the public sector over a number of years. It is a proven way of delivering more efficient ways of working.

It is proposed for use in Oxfordshire because, if applied correctly and with sensitivity, it can help us understand the way we work now, give us a framework for collecting and analysing this information, and help us to change so that we focus on what we should be doing effectively and efficiently.

This particular way of applying process mapping and reengineering starts with the supposition that we must understand what we are doing now and why, from a customer perspective. The workflow analysis concentrates on what we do that adds value and what does not, and what the capability is to deliver desired outcomes (this being what matters to the customer).

The strength of this approach is the fact that those directly involved with the work area are engaged in the process of identifying current practice and designing new ways of working. This involvement makes implementation much easier to achieve.

It is important to note that this methodology is often used to enable the most effective use of IT, but it is not a way to implement an IT system for its own sake. There is only a point in introducing IT if it supports the delivery of the desired outcome and is properly integrated into the process that is being designed. It is a tool to improve the way we undertake a job, not an end in itself. Thus, the process is the discrete workflow that delivers the outcome (or service to customer) and it is supported by functions such as IT.

The workflow is mapped, by drawing a flow chart showing the stages in the process. At the same time, information is collected about the process so that there is a better understanding of the clarity and purpose of each action, the type and frequency of demand, the capability of the process to meet demand and any waste or duplication embedded in the way we work.

Clarity of purpose

The reason why we are undertaking the work must be clear. Questions like "who is the customer?" and "what is the purpose of the process?" give a focus to the way a system is viewed and how to understand it from the customer perspective. It is of note that we frequently find it difficult to answer these questions. Being clear about what we are doing and why is the start of understanding if the system we employ is fit for purpose and it can be a good basis to start from when considering the introduction of IT.

Demand

The type and frequency of customer demand is analysed. The aim is to get work right first time. The analysis of demand will provide data about the number of times customers are contacting us because we did not get it right and why –which then has an impact on how the process is redesigned.

Predictability

A series of events using the process are examined for variation from event to event. (eg In the case of land use planning, the time taken from the start to the finish of the process was recorded in 21 separated applications for planning permission). Reasons are sought for wide variation in end to end time or cost. One aim of the change to process would be to make it more predictable ie reduce variation, and thus make it more reliable and efficient. This measure of capability is of interest when setting targets. To reach improving targets, we must have the capability (capacity) to deliver it.

Identifying waste and duplication

A series of measures are applied to the workflow to see where there is waste . Examples of types of waste are logging, batching, queuing, rework, duplication, handovers, checking, authorising and delay.

This information makes it possible to cost the process.

Once there is a clear understanding about what happens and why, participants are asked to identify the main actions that need to improve the process, using the following principles:

Once the actions needed to change the process have been agreed, those working on the process should analyse potential actions in terms of