2022 PGDip DAY 4

PDBA: MODULE 3
Day 4
Business Process
Analysis (Lydia Palmer)
6/28/2022
www.criticalthought.co.za
BUSINESS IMPROVEMENT
DAY 2 DAY 3 DAY 4 DAY 5
Decide which Manage the
Issues & Process Improvement
INTRODUCTION
Problems to Improvement Process
Investigate
Identify the Resource Improvement

Identify the
Business Planning for Application &
Business Issues
Processes to be Improvement Future State
& Problems
Improved Objectives
Prioritise the
Issues &
Problems
6/28/2022 2
Business Improvement Techniques (1)
1. Problem 2. Problem 3. Decision
Identification Prioritisation Making
Issue Analysis Value Analysis PEST(LE) Analysis
Cost benefit
Dimension Analysis Pareto Analysis Analysis
Cause & Effect

SWOT Analysis
Diagrams
5 Why’s & Check

De Bono’s (Hats)
Sheets
6/28/2022 3
4. Process 5. Process 6. Resource 7. Managing
Identification Improvement Planning the Process
Process SREDIM Capacity Performance

Modelling Framework Planning Measurement
Dimension
Flowcharting Benchmarking
Analysis (Again)
SIPOC DIAGRAMS Cycle Time Improvement

Reduction Priorities
RADAR Charts
Rhombus of
Change
6/28/2022 4
Business Improvement Stages
1. Problem Identification
2. Problem Prioritisation
3. Decision Making
4. Process Identification
5. Techniques for Process Improvement
6. Resource Planning
7. Manage the Improvement Process
6/28/2022 5
DAY 4
Process Improvement Techniques
Resource Planning for the proposed

solutions.
6/28/2022 6
Role of The Business Analyst
Identify
Business
Objective
Create New Create Current
Requirements State Model
Present
BUSINESS Analyse
Solutions to Current State
Stakeholders
ANALYST Model
Conduct Gap Create Future

Analysis State Model(s)
6/28/2022 7
5. Process Improvement
SREDIM Framework
Dimension Analysis (AGAIN)

Cycle Time Reduction &
W5 HOW model
RADAR Charts
6/28/2022 8
Process Improvement
BUSINESS IMPROVEMENT TECHNIQUES
6/28/2022 9
Process Improvement
▪Do not dwell on what went wrong.

Instead, focus on what to do next. Spend
your energies on moving forward toward
finding the answer”
Denis Waitley
6/28/2022 10 10
Process Improvement
▪ We have finally identified what needs to be
improved.
▪ We have identified why the improvement is
needed.
▪ We have found the possible processes that
need to be fine tuned or deleted.
▪ We need to also look for new processes that
might need to be added.
6/28/2022 11 11
Process Improvement
▪ Process improvement is a the ultimate part of what any
Business Analyst does.
▪ One should always be looking at ways to do things better.
▪ Techniques to help with Process Improvement are:-
▪ SREDIM Framework
▪ DIMENSION ANALYSIS (Revisited)
▪ Cycle Time Reduction and W5 HOW model
▪ RADAR CHARTS
▪ RHOMBUS of CHANGE
6/28/2022 12 12
SREDIM
PROCESS IMPROVEMENT
6/28/2022 13
SREDIM
• The acronym SREDIM acts as a framework to help
focus attention on what needs to be considered.
• It aids with “conversation” between the Business
Analyst and the SME’s to discuss what needs to be
considered when improving a business process.
• It should be addressed in by looking at the Process
Flow diagrams and the “as is” HOW model.
• Tackling the most obvious costs will not always
produce the most valuable improvement.
6/28/2022 14 14
SREDIM
• Common-sense general problem solving strategy that
can be applied in many situations.
• Analytical approach - Makes use of carefully planned
sequence of analysis.
• Helps to show where change is needed by pointing
out unnecessary redundant activities.
• Identifies where improvement is possible.
• Valuable to help control costs and reduce defects.
6/28/2022 15 15
SREDIM
• Select
• Record
• Evaluate / Examine
• Determine / Develop
• Implement/ Install
• Maintain
6/28/2022 16 16
Benefits of SREDIM
• SREDIM can help to identify:-
– Inconsistent quality in products and services.
– Poor operation planning.
– Health and safety regulations being ignored or not
understood.
– Build up of queries and bottlenecks
– High rate of product returns
– High levels of employees stress and fatigue
6/28/2022 17 17
How to use SREDIM
• Best carried out in a step by step basis, carrying out
the six components in sequence.
• Iterative – part of continuous improvements.
• Each step could be iterative on its own.
6/28/2022 18 18
SELECT
• Select the problem to be solved
– One at a time.
• Types of problems could include:
– Delays
– Capacity problems
– Cost
– Poor Quality
• Create a Problem Statement of the problem.
6/28/2022 19 19
RECORD
• Focus on the facts and collect data about
the problem. (White hat thinking).
• Understand all the appropriate & relevant
data that you have gathered and recorded.
• All the techniques that we have looked at
so far will help you with this stage.
6/28/2022 20 20
EVALUATE
• Analyse the data and examine the true reason
underlying the problem to be solved.
• The WHY (Purpose) is really important now.
• The 5W2H (technique is important here)
• WHY, WHAT, WHERE, WHO, WHEN, HOW and HOW
MUCH (Purpose, Activity, Place, Staff, Time, Method and
Cost).
– Not unlike the W5 approach.
• Complements Capacity Planning
6/28/2022 21 21
EVALUATE
• Why
– Is this process needed?
– Is this process being done?
– Is this process being done in this way?
• What
– Are all the activities?
– Are the essential and relevant activities?
– Else can be done?
– Should be done?
6/28/2022 22 22
EVALUATE
• Where
– Is this process taking place?
– Are the employees offices?
– (Else) Should this process take place?
• Who
– Is involved in delivering the process?
– Else should be involved?
– Else could be involved?
6/28/2022 23 23
EVALUATE
• When..
– Does this process start?
– Does this process finished?
– Is this process being done?
– Else could this process be done?
– Should this process be done?
• HOW..
– Do we do this process?
– Else could we do this process?
– Should this process be done?
6/28/2022 24 24
EVALUATE
• HOW MUCH..
– Does this process cost?
– Should this process cost?
– How can the cost be reduced?
• This all helps to get to the root cause of the
problem.
This is still just the examination stage and not the

solution stage.
6/28/2022 25 25
DETERMINE
• The SELECT, RECORD and EVALUATE stage should
lead to one or more potential solutions.
• These solutions should be judged to DETERMINE
whether they are feasible or not.
• Check to see whether they will lead to any desired
improvement.
• Use techniques such as Value analysis, SWOT
Analysis, Cost Benefit Analysis, to find the best
solution.
6/28/2022 26 26
IMPLEMENT
• Usually at this stage the proposed solution is ready to
implement (which is not really in the jurisdiction of the
BA).
• BUT it is now ready to be included in the Business Plan or
Requirements Narratives, which should be handed down
to the Systems Analysts.
• Often when the implementation does finally take place,
the BA might be called in to do a quality check or test to
see whether it has been implemented as suggested.
6/28/2022 27 27
MAINTAIN
• This is where the process is maintained.
• Also not really part of the BA process.
• HOWEVER for continuous improvement, it might be
necessary for the BA to be involved to see whether
the cycle might have to be repeated to get even
further improvement.
6/28/2022 28 28
OTHER FRAMEWORKS
• There are several frameworks of the same nature
that can be considered.
• The ACRONYMS just help with the actual life cycle
process and to remind the Analyst what should be
done.
• See others on the following slide.
6/28/2022 29 29
30
• https://www.solvexia.com/blog/5-best-steps-for-business-
process-improvement
• https://www.cio.com/article/3433946/what-is-process-
improvement-a-business-methodology-for-efficiency-and-
productivity.html
• https://www.researchgate.net/publication/317295567_Proce
ss_improvement_by_cycle_time_reduction_through_Lean_M
ethodology
6/28/2022 31 31
DIMENSION ANALYSIS
PROCESS IMPROVEMENT
6/28/2022 32
RECALL from DAY 2
• A BA can use DIMENSION ANALYSIS to
Identify Business Issues, to Identify
Business Processes and to IMPROVE our
PROCESSES.
• This is making full use of the W5 Current
State Model and Creating a New FUTURE
State Model
6/28/2022 33 33
Steps in Business Dimension Analysis
• Determine Questions to Be Answered by Dimension Analysis
1
2 • Select appropriate dimension analyses
3 • Apply and populate W5 Profile during current state modeling
• Run Applicable Dimension Analysis Reports

4
• Identify Possible BI opportunities Through Analysis of Reports
5
• Validate Possible BI opportunities
6
• Model Future State to represent BI opportunities
7
• Run Applicable Dimension Analysis Reports on future state model
8
9 • Feed Business Case
6/28/2022 34
In Day 2 we would have carried out
Steps 1 through 5
• In Day 2 we would have carried out STEPS 1
through 5.
• Now, by using the same technique we can

move on through Steps 6 to 9
6/28/2022 35 35
Step 5 Identify Possible BI opportunities through
Analysis of Reports created earlier
Possible BI Opportunities
▪ Have one role approve report X vs. 8 roles
▪ Assign two additional FTEs to activity X to decrease its time from
30% of the total process to 5%
▪ Activity X only requires information from 5 reports, not 25
▪ Activities A-E can be performed in location X with 3 resources
instead of locations X, Y, Z by 9 resources
▪ Have 3 out of the 5 critical path activities be performed the first
and second weeks of the month
▪ Change access of restricted personnel information to be limited
to the HR manager
6/28/2022 36 36
Business Dimension Analysis
ACTIVITY to be done by Students
Identify BI Opportunities
• Open file for your project that you did for the
Assignment
• Open the HOW model
• Using the Dimension Relationship Matrix
report, create a WHAT x WHO report for this
model
• Identify potential issues with the process based
on WHO does WHAT
6/28/2022 37 37
WHAT x WHO Additional Insights
1. Analyze Workload Assignment / Balancing
2. Identify Who Involvement Conflicts
3. Identify Missing WHOs that should be Involved with
Performing Activities
4. Identify Too Many WHOs Involved with Performing Activities
5. Identify Overburdened Resources
6. Identify Potential for Cross-Training Resources
7. Document Who Involvement and Who Should be involved
Optimization Opportunities
6/28/2022 38 38
Another example
1. Open file for your project that you did for
the Assignment Open the HOW model
2. Using the Dimension Relationship Matrix
report, create a WHAT x WHERE report for
this HOW model
3. Identify potential issues with the process
based on What is done Where
6/28/2022 39 39
WHAT x WHERE Additional Insights
1. Analyze Distribution of Activities Across Locations
2. Identify Missing Locations where Activities should
be Performed
3. Identify Activities Performed in Only One
Location(s)
4. Identify Activities Repeated in Too Many Locations
5. Document Location Optimization Opportunities
6/28/2022 40 40
Group Exercise
1. Open file Current State Model.cxbml

2. Open the HOW model
3. Using the Dimension Relationship Matrix
report, create a WHAT x WHEN report for this
HOW model
4. Identify potential issues with the process based
on What is done When
6/28/2022 41 41
WHAT x WHEN Analysis Guide
1. Analyze Activities with Temporal Restrictions
(WHEN)
2. Identify Missing Timeframes that should be
Associated with Activities
3. Identify Too Many Timeframes Associated with
Activities
4. Document Temporal Optimization Opportunities
6/28/2022 42 42
Individual Exercise
1. Open file for your project that you did for the
Assignment Open the HOW model
2. Open the HOW model
3. Using the Dimension Relationship Matrix report,
create a WHAT x WHICH report for this HOW model
4. Identify potential issues with the process based on
Which information is created or produced by What
activities
6/28/2022 43 43
WHAT x WHICH Analysis Guide
1. Identify Sources of Business Information
2. Identify Business Information Intensive Activities
3. Identify Missing Business Information which should be
Consumed or Produced by Activities
4. Identify Too Much Business Information Consumed or
Produced by Activities
5. Identify Redundant Business Information
6. Identify System Information (CRU) Requirements
7. Document Business Information Optimization Opportunities
6/28/2022 44 44
Step 6 Validate Possible BI
opportunities
Review BDA findings with stakeholders (current state
review):
▪ Are 6 different roles really required to approve this report?
▪ Why is only one person performing this activity that takes 30% of
total process time?
▪ Do you really need 25 separate reports to perform this activity?
▪ Why are the same activities performed in 5 separate locations? Can
these activities be centralized into one location?
▪ Why are these critical activities all performed the last day of the
month?
▪ Why do all employees have access to restricted information?
6/28/2022 45 45
Step 7 Model Future State to represent
BI opportunities
1. Remove or fade out dimensions that are no
longer required
2. Add dimensions that need to be added
3. Change WHOs that are performing activities
4. Eliminate recursions
5. Change information produced or consumed
6. Change sequences or dependencies
6/28/2022 46 46
Step 8 Run Applicable Dimension Analysis
Reports on future state model
1. Display new CRU to display new requirements /
changes to information and system access
2. Create What by Who to display new
responsibilities
3. Create What by Where to display any
centralization or decentralization of work
activities
6/28/2022 47 47
Step 9 Feed Business Case
• The future State model – or models that are
produced will give the Business Analyst the
opportunity to run a GAP Analysis.
• This will identify the improvements (changes)
which have been recommended.
• These will be added to the Business Case to be
presented to the various stakeholders.
6/28/2022 48
Cycle Time Reduction
AKA Cycle Time Improvement
PROCESS IMPROVEMENT
6/28/2022
49
Cycle Time Definitions
• Cycle time is the time between
commencement & completion of a
process.
• https://www.presentationeze.com/presentations/lean-manufacturing-just-in-time/lean-
manufacturing-just-in-time-full-details/process-cycle-time-analysis/calculate-cycle-time/
6/28/2022 50 50
Cycle Time Examples
• In a manufacturing company, involved in large
capital products, the cycle time may be the
time from raw material receipt through to the
time the item of production finishes final
inspection.
• https://www.presentationeze.com/presentations/lean-manufacturing-just-in-time/lean-
6/28/2022 51 51
Cycle Time Examples
• The formula for cycle time = 1/Throughput rate. where:
– Throughput rate = (Units Produced or Tasks completed)/
Time
– If you produce 210 units in 60 minutes (3600 seconds),
– Throughput rate will be 210/60 = 3.499 units for every
minute.
– Cycle Time for 1 Unit will be 1/3.49 = 0.285
– i.e. 0.285 X 60 = 17.14 seconds per unit
https://www.presentationeze.com/presentations/lean-manufacturing-just-in-time/lean-
6/28/2022 52 52
Cycle Time Formula
• This is one formula for cycle time:
Cycle Time = 1 / Throughput rate
• where:
Throughput rate = (Units Produced or
Tasks completed) / Time
6/28/2022 53 53
Cycle Time – Call Centre
• In a customer call centre, the cycle time for a
customer phone call may be the time difference
between answering the call and the call
completion.
• Or you could measure how many calls are made
in a particular time frame
• Eg. How many calls in 8 hours.
• https://www.presentationeze.com/presentations/lean-manufacturing-just-in-time/lean-manufacturing-just-in-time-full-
details/process-cycle-time-analysis/calculate-cycle-time/
6/28/2022 54 54
Cycle Time Example (in Hours)
• Throughput rate = (Calls concluded)/ Time
• If you conclude 95 calls in 8 hours
• Throughput rate will be 95/8 = 11.875
• Cycle Time for 1 call will be 1/11.875 = 0.0842 hour’s
• 0.0842 X 60 = 5.052 (Convert to Minutes!)
• Cycle Time = 5.05 minutes per call
6/28/2022 55 55
Cycle Time Example (In Mins)
• You could convert the 8 hours into minutes before you start:
• Throughput rate = (Calls concluded)/ Time
• If you conclude 95 calls in 8 hours (480 minutes)
• Cycle Time for 1 call will be 1/0.1979 = 5.05 minutes
• Cycle Time = 5.05 minutes per call
6/28/2022 56 56
What is Cycle Time - Manufacturing
• Cycle time = Average time between

completion of units.
• Example:
– Consider a manufacturing facility, which is
producing 100 units of product per 40 hour week.
– The average throughput rate is 1 unit per 0.4
hours, which is one unit every 24 minutes.
– Therefore the cycle time is 24 minutes on average.
6/28/2022 57 57
Cycle Time Example (In Mins)
• You could convert the 8 hours into minutes before you start:
• Throughput rate = (Units Produced)/ Time
• If you make 100 units in 40hours (2400 minutes)
• Cycle Time for 1 unit will be 1/0.0416667 = 23.99 minutes
• Average Cycle Time = 24 Minutes per unit
6/28/2022 58 58
Cycle Time calculation for
Batch Processing.
• Consider a pharmaceutical company producing
product in batch format.
• Each batch may consist of 10,000 units of
product.
• The cycle time is normally calculated as per the
continuous process previous, however, the batch
is considered the unit of measure, so that the
cycle time is give as a batch cycle time.
59 59
Cycle Time calculation for
Batch Processing. - Example
• In a pharmaceutical company, 100 batches
of product, of batch size 1000 units are
produced in a 40 hours week.
• The cycle time here is normally given as 24
minutes to produce a single batch of 1000
units.
60 60
Cycle Time calculation in a
Service Process
• The service industry covers a broad range of process
types, such as meal preparation and provision in
restaurants, maintenance and repair of electrical and
mechanical equipment, many government bodies, the
financial industry etc..
• Measuring and continually reducing cycle time is critical
to continued success.
• Reducing the cycle time should increase customer
satisfaction, plus improve operating efficiency for the
bank.
6/28/2022 61 61
Service Process - Example
• Consider a restaurant serving 20 meals per
hour.
• On average one meal is served every 3
minutes.
• If the cycle time can be reduced, then it may
allow a higher throughput of customers (if
that is the focus of the restaurant).
6/28/2022 62 62
• Consider a bank, where customers go into
the bank to complete financial transactions.
• If on average one bank counter employee
can complete the transaction requests of 10
customers per hour, then on average the
cycle time of each customer is 6 minutes.
6/28/2022 63 63
• Can this be reduced by having the customer
complete forms in advance of getting to the
desk? (Adding an earlier Process)
• Or by simplifying processes so that the
cycle time per customer is reduced?
• Reducing the cycle time should increase
customer satisfaction, plus improve
operating efficiency for the bank.
6/28/2022 64 64
Cycle Time Reduction
• Critical business processes are subject to the rule of thumb
that “time is money”.
• Processes are often carried out through resources that often
result as bottlenecks.
– The products derived from these processes are usually the
ones that matter most to customers;
– The products might also need to be delivered as fast as
possible.
• It is essential to reduce the cycle time of the core business, but
at the same time ensure quality.
6/28/2022 65
Definition
• Reduce the duration time of a process to go
through one “cycle” or one iteration in order
to:-
– Enhance the competitive advantage
– Increase profitability
– Achieve these results in a short period of time
with a minimum investment
– Maximise the quality
6/28/2022 66 66
Common Business Reasons for CTR
• Increase productivity and employee
effectiveness
• Increase profit margins of products or services
through lowering costs of production and
inventory
• Better meet changing customer needs through
shortened product development cycles
• Support more product changes over a shorter
period of time
6/28/2022 67 67
Determining if CTR Analysis Applies
What are the signals that Cycle Time analysis and
its reduction should be performed?
▪ Poor quality
▪ Low throughput (Slow)
▪ Falling sales
▪ Excessive inventory
▪ Excessive non-value-added activities
▪ Poor delivery (Delayed delivery times)
▪ Dissatisfied customers
6/28/2022 68 68
Determining if CTR Analysis Applies
• The above Business Issues or Process issues
should all have already been identified during the
Problem Identification and the Process
Identification Stages that you have already
carried out on the Current State Model.
• These signals are factors would be highlighted on
the W5 WHAT and / or HOW models
6/28/2022 69 69
Typical Causes of Long Cycle-Times
Major causes of long cycle times:
• Bottlenecks
• a process or activity that constricts or limits the
flow of the overall process
• Poor supplier relationships (waiting for supplies!)
• Misaligned performance metrics
• Complicated business processes
• Inadequate production scheduling
6/28/2022 70 70
Typical Causes of Long Cycle-Times
CAUSE INDICATOR IMPACT
•Time to process •Inability to process work step
Bottleneck •Work-in-process •Underutilized resources (staff,
inventory equipment, supply)
•Low quality inputs cause rework and
Poor supplier •Quality
increase cost
relationships •Lead-time
•Unavailability of inputs causes delay
Misaligned
•Low performance •Measurement of non-critical processes
performance
metrics •Type of report •Sub-optimal performance
•Misunderstanding
Complicated
•Specialist work •Under-utilization of resources
business
processes •“Stovepipe” •High costs
•Exception handling
Inadequate
production •All of the above •All of the above
scheduling 71
Common methods to reduce cycle
time
• When reducing process cycle time, consider a
combination of the following ideas.
• Perform Activities in Parallel
• Multi-Processing
• Change Sequence of Activities
• Reduce Interruptions
• Improve Timing (efficiency)
• Add more Resources to a Process
• (Capacity Planning)
6/28/2022 72 72
Perform activities in parallel.
• Most steps in a business process are performed
in sequence, which results in the cycle time for
the entire process being the sum of the individual
steps, plus transport and waiting time between
steps.
• Cycle time can be reduced by as much as 80%
and often produces a better result.
6/28/2022 73 73
Perform activities in parallel - Example
• Example:
– Instead of forming a concept, making drawings,
creating a bill of materials, and mapping
processes, all activities take place in parallel by
integrated teams.
– In doing so, the development time is reduced
dramatically, and the needs of all those involved
are addressed during the development process.
6/28/2022 74 74
Change the sequence of activities.
• Documents & products are often transported back
and forth between machines, department &
buildings etc
• A document might be transferred between two
offices a number of times for inspection & signing.
• If the sequence of some of these activities can be
altered, it may be possible to perform much of the
document's processing when it comes to a building
the first time.
6/28/2022 75 75
Reduce interruptions.
• Any issue that causes long delays and
increases the cycle time for a critical business
process is an interruption.
• The production of an important order can, for
example, be stopped by an order from a far
less valuable customer request, one that must
be rushed because it has been delayed.
(Reactive vs. proactive)
6/28/2022 76 76
Reduce interruptions.
• Similarly, anyone working amidst a critical
business process can be interrupted by a
phone call that could have been handled by
someone else.
• The main principle is that everything should
be done to allow uninterrupted operation of
the critical business processes and let others
handle interruptions.
6/28/2022 77 77
Improve Timing
• Many processes are performed with
relatively large time intervals between each
activity.
• EXAMPLE:-
– A purchasing order may only be issued every
other day. Individuals using such reports should
be aware of deadlines to avoid missing them, as
improved timing in these processes can save many
days of cycle time.
6/28/2022 78 78
Drivers of Cycle Time
1. Iteration
▪ Loops are used to complete the process
2. Sequential processing vs Parallel Processing
▪ Waiting on previous activities to finish
▪ Bottlenecks
3. Duration
▪ Activity duration
▪ Lag between activities
4. “Extra” activities
6/28/2022 79 79
How do we Reduce Cycle Time?
1. Reduce iteration
▪ Remove rework
▪ Remove need for multiple iterations
2. Perform Activities in Parallel
▪ Increase parallel processes (i.e., do activities at the
same time instead of in sequence)
▪ Reduce activity dependencies
▪ Adjust employee responsibilities to accommodate
activities happening concurrently
6/28/2022 80 80
Perform activities in parallel.
• A serial approach results in the cycle time for the
entire process being the sum of the individual
steps, not to mention transport and
waiting time between steps.
• When using a parallel approach, the cycle
time can be reduced by as much as 80% and
produces a better result.
6/28/2022 81 81
How do we Reduce Cycle Time?
3. Duration
▪ Minimize waiting time to start an activity
▪ Change nature of activities to make them more efficient
▪ Automate activities that are manual
▪ Train employees to be more efficient
4. Eliminate activities
▪ Speed up decision processes (fewer approvals)
▪ Perform activities more efficiently to reduce the amount
of time needed (e.g. automation)
6/28/2022 82 82
Using Resources Effectively
Illustrative example
• A process with 4 activities, throughput time 30 minutes and
processing times 10, 7, 8 & 5 minutes in the 4 activities
• Current sequential set up where each individual performs a
different activity
– The process time for running 8 jobs to completion is 70 + 30 =
100 Minutes.
– Alternative set up – each individual performs all 4 activities , the
process output for running 8 jobs to completion is 60 Minutes
– Time saving is 40 minutes. (40/100 = 40%)?
6/28/2022 83 83
Illustrative Example – Sequential versus
Concurrent or Multiple Processing
Current Method
10 7 8 5 8 jobs in 100
min min min min minutes
Alternative Method all four jobs are done in 1 cycle)

30
min
30
min
8 jobs in 60
Minutes
30
min
30
min
84
Illustrative Example – Sequential versus Concurrent or
Multiple Processing
Current Method
3 Mins 1 Min 3 Mins
10 7 8 5
min min min min
Alternative Method all four jobs are done in 1 cycle)
30mi
n
30mi
n
30mi 8 jobs in 60
n Minutes
30mi
n
85
Sequential Processing
Minimize Sequential Processing and Handoffs
• Sequential processing implies longer process
throughput time
– Operations are dependent constrained by the
slowest activity
– No one resource is responsible for the entire
service encounter.
6/28/2022 86 86
Performing Activities Sequentially
Get Cook Drain Prepare Egg

Ingredients Spaghetti Spaghetti Sauce
5 10 3 4
Mix Sauce &

Spaghetti & Complete Sauce Cook Bacon
Serve 3 6
3
Complete Cooking time is 34 Units
6/28/2022 87
Prepare Cook
Cook Rice
Ingredients Mushrooms
18
5 6
Add Cheese & Make White

Plate the food & Grate Cheese
Mushrooms to Sauce
Serve 3
Sauce 12
3
2
Complete Cooking & Prep time is 34 Units
6/28/2022 88
Plate the food &
Cook Rice Serve
18 3
Prepare Cook
Ingredients Mushrooms Grate Cheese
5 8 3
Add Cheese &
Mushrooms to
Make White Sauce
Sauce 2
12
Complete Cooking & Prep time is 34 Units
6/28/2022 89
Performing Activities in Parallel
Cook Drain
Spaghetti Spaghetti
10 3
Mix Sauce &

Get Prepare Egg Spaghetti &
Ingredients Sauce Serve
5 4 Complete 3
Sauce
3
Cook Bacon
6
6/28/2022 90
CRITICAL PATH
10 3
Cook Drain
Spaghetti Spaghetti
10 3
3
5
Mix Sauce &
Get Prepare Egg Spaghetti &
Ingredients Sauce Serve
5 4 Complete 3
Sauce
3
Cook Bacon
6
END
Complete Preparation time is 21 Units

6/28/2022 91
Lead and Lag Time Definitions
• Lead Time is the total amount of time between
– the recognition of a required task,
– operation or process and
– its completion.
• Lag Time is the period of time after
– processing is complete that a
– given item is not available for a requirement
– that does not involve active use of resources.
6/28/2022 92 92
Lead Time Elements
• order entry,
• material accumulation,
• machine setup,
• queue,
• processing,
• move
6/28/2022 93 93
Lead Time Elements
• other activities which can be classified by
systems that seek to eliminate waste as
– valued-added (processing that actively adds
value as perceived by the customer)
– and non value-added.
6/28/2022 94 94
This is one interpretation of Cycle Time vs Lead Time
6/28/2022 95
Example of Cycle Time & Lead Time
• In the example shown there are two individual
processes within a production or service flow.
• The overall process commences with the customer
placing an order, then process #1 commences.
• Within this individual process there may be times of
activity and waiting times.
• The product or service then completes process #1,
there is a waiting time, until process #2 commences.
•
6/28/2022 96 96
• Again there may be periods of activity and waiting.
• Finally at the end of process #2, the product or
service is complete and may go into some waiting
area (e.g. finished goods inventory, customer to be
phoned, etc..) until the product or service is
delivered to the customer.
• For each of these individual processes and for the
entire process the cycle times and lead times as
commonly applied are shown.
6/28/2022 97 97
• The definition of cycle time is entirely at the
discretion of those utilizing cycle time to understand
a process and to drive improvement.
• The key pre-requisite however, is that there is a
common understanding and method of
measurement applied within an organization or
within the project team tasked with improving cycle
times.
6/28/2022 98 98
Average Activity Time
• Flowcharts or the W5 HOW MODEL can be
used to estimate the total average process
time from the estimated activity times
Average Activity = (Unit processing time * batch size) + setup time

Time
Efficiency
6/28/2022 99 99
• Assumes that the standard processing time is
known (estimated).
• Assumes that the standard setup time is known
(estimated).
• The standard times assumes 100% worker
efficiency. If the worker is less efficient the times
must be adjusted as above.
6/28/2022 100 100

Activity Times and Path Frequencies
Example: Inspection activity

▪ Inspection of one unit takes 3 minutes
▪ Each inspection batch includes ten units
▪ It takes 15 minutes to prepare for the inspection
of a batch
▪ The inspector is new on the job and works 25%
slower when inspecting a batch than a fully
trained inspector
6/28/2022 101 101

• What is the Average Activity Time for each
batch?
Average Activity = (Unit processing time * batch size) + setup time

Time
Efficiency
Average activity time = ((3*10) + 15)/0.75 =

60 minutes
6/28/2022 102 102
Activity Times and Path Frequencies
Example: Inspection activity

▪ Inspection of one unit takes 3 minutes
▪ Each inspection batch includes 10 units
▪ It takes 15 minutes to prepare for the inspection of a batch
▪ The inspector is new on the job and works 25% slower when
inspecting a batch than a fully trained inspector
• What is the estimated activity time for inspecting

a batch?
Average activity time = ((3*10) + 15)/0.75 = 60 minutes
6/28/2022 103 103

Process Improvement
via Bottleneck Analysis
• In Bottleneck Analysis we are seeking to
understand imbalances within a process, which
cause delays, inventory build-up’s, process
stoppages.
• Ideally, we want a smooth continuous, even
process flow, however, in reality process input
flows can at times exceed the throughput
capability of a process.
6/28/2022 104 104

Process Improvement
via Bottleneck Analysis
• In some situations, it can be relatively easy to identify a
consistent point of constraint within a process, especially
when such a constraint remains continually in place,
however, in many situations, an unbalanced line will
result in bottlenecks moving throughout the process,
continually changing between various process steps, test
& inspection points, etc..
• In this latter situation, it can be very difficult to identify
and understand the sources of imbalances.
6/28/2022 105 105

Bottleneck Analysis - Example
• Consider a process where there are different sequential stages of
processing, where “Raw material” goes through “Grinding, “Polishing”,
“Packaging”, “Sterilization” and finally onto a “Shipping” stage.
• Through measurement we can determine individual process throughput /
cycle times.
• In this following example, a batch of product can progress through a
“Grinding” process in 10 hours, then goes through a “Polishing” process in
20 hours.
• We have two product “Packaging” stations, where the process time for a
batch of product through each station is 30 hours.
• Finally, there is a single “Sterilization” process, where a batch of product
takes 30 hours to complete.
6/28/2022 106 106

Bottleneck Analysis
6/28/2022 107
Bottleneck – Example More detail
If we take a snap shot of the process at the start of the process (i.e. t= 0
hours), we may see batches of product as follows:
• Lot 1 – Has completed Sterilization and is “ready” to ship (i.e. has
completed the Sterilization process).
• Lot 2 – Has completed Packaging station and is “ready”.
• Lot 3 – Will be ready (i.e. will be complete) in 15 hours at packaging
station.
• Lot 4 – Has completed Polishing.
• Lot 5 – Has completed Grinding.
6/28/2022 108 108

6/28/2022 109
Application of Cycle Time
Improvement using W5 Model
• The Business Analyst would apply Cycle Time
Reduction techniques, by looking at the
“inefficient processes” which were identified
in the Current State HOW models during the
Process Identification Stage.
• Flowcharts are also a good place to apply
Cycle Time Reduction techniques.
6/28/2022 110 110

BML WHAT Model
BusinessGenetics®
WHAT Model
Activities
111
BML HOW Model
113
114
115
116
Some Key Metrics
• Which HOW model activities or group of activities can
be measured?
• Which activities have data available?
FREQUENCY WAIT TIME
How many times do I perform this How long in (minutes, hours, days)
activity during the process in do I wait before I start performing
a single iteration? this activity?
(e.g., file uploads, error check)
DURATION ITERATION
How long in (minutes, hours, days) How often do I perform this group of
does this activity take to perform? activities to achieve the
desired process outcome?
6/28/2022 117
Key Questions
• What mapping would add value to the project?
– Can metrics & timelines be useful to convey a message?
– Do you need reporting capability from models?
• How should I map metrics visually?

– Add metrics to activities visually (e.g. using “NONE” objects like flags)
• How can I report metrics from models?

– Add metrics to activities using a Profile
6/28/2022 118
Cycle Time Reduction Using Metrics
Use HOW model
▪ What activities drive long intervals?
▪ What activities have high frequencies?
▪ Is it worth the effort to improve an activity that has
a long duration but happens 3% of the time?
6/28/2022 119
Additional CTR Analysis - Critical Path
• Identify paths with longest

durations
• Determine potential to
shorten activity duration or
reorganize sequence of
activities
• Question: is “Restock Items”
an inventory quality control?
What is impact of changing
process?
Critical path
6/28/2022 120
Determine Cause for Long Cycle Time
Questions Answers
• What is happening that • Warehouse Stocker
causes long cycle times? searches through disorderly
• How can I reduce cycle inventory to determine if
time? items are available to fill
Another way of asking what’s order
going wrong or what can be • Activities are not
improved dependent and are
• Does activity dependence performed in sequence
really exist?
6/28/2022 121
Determine Possible Solutions
Possible solutions:
• Can I change activities to occur in parallel
(simultaneously)?
• Can I organize warehouse to improve
Warehouse Stocker’s ability to find items?
Net Benefit:
• 6 day reduction!!
6/28/2022 122 122

Profiles - Examples
6/28/2022 123 123

Adding / using Profiles for CTR
• The BML modelling tool can store PROFILE Models.
• To Add a NEW PROFILE folder, you should select “New Item” –
Top left corner.
• Open the “Extension” tab, and click on the PROFILE (Profile of
a face) to open up a Profile Folder. (Give it a reasonable
name).
• Add some metric Profiles to your model.
• Put values into the profiles.
• Check to see how you can make use of these to help you to
IMPROVE or reduce your business Cycle Times.
6/28/2022 124 124

Summary of CTR
• Once you have identified where cycle time
might be a problem, you would need to put
into place some methods to MEASURE the
current cycle times or throughputs so that
you can benchmark these, or compare
against what is expected.
6/28/2022 125 125

PROFILE’s in W5 Model
• Your measurements will be recorded as CTR
PROFILE’s in the W5 model, and “matched”
up or aligned with the actual Processes
where they are applicable.
• These will help later with your BRD, to show
the Current State and the new proposed
Future States.
6/28/2022 126 126

RADAR CHARTS
PROCESS IMPROVEMENT
6/28/2022 127
RADAR Charts
• Useful to have a tool when you need to look at
several different factors at the same time.
• Get the big picture.
• Can be used to illustrate graphically the size of the
gaps among several organisational performance
areas.
• Can be used to highlight the areas where
imrovement is needed the most.
6/28/2022 128 128

6/28/2022 129
RADAR CHART
• A radar chart graphically shows the size of the gaps
among five to ten organizational performance areas.
• The chart displays the important categories of
performance and makes visible concentrations of
strengths and weaknesses.
6/28/2022 130 130

RADAR CHART
• A radar chart shows how a team (of Business
Analysts or Business Unit) has evaluated a number of
organizational performance areas.
• It is therefore essential that the initial evaluation
include varied perspectives to provide an overall
realistic and useful picture of performance.
6/28/2022 131 131

6/28/2022 132
Why use RADAR Charts
• Radar charts are a simple but effective device for
presenting complicated data and plotting
significance.
• They are particularly useful when comparing
competitors or subgroups on a series of related
attributes.
• Besides customer satisfaction studies, modified radar
charts can be effectively used to show significant
differences in image, product, and corporate
evaluations.
6/28/2022 133 133

HOW to use a RADAR CHART
• Create categories. Use headers from an affinity
diagram or brainstorm major categories of
organizational performance to be plotted.
• Standardise performance definitions. Have all
evaluators agree to use standardised definitions of
both full performance and non-performance in each
category so that ratings are performed consistently.
• Define the scoring range (e.g., 0 to 5 with 5 being full
performance).
6/28/2022 134 134

HOW to use a RADAR CHART
• Rate each performance category.
• Each evaluator rates each category individually, and
the team then develops an average or consensus
score for each category.
• Alternatively, the team as a whole may initially
develop an average or consensus score for each
category.
6/28/2022 135 135

Construct a RADAR CHART
1. Draw a large circle and insert as many spokes or radii as
there are performance categories.
2. Around the perimeter of the circle, label each spoke with the
title of a performance category.
3. Subdivide each spoke into the number of increments
established in the rating scale.
4. Label the center of the circle where spokes join as 0 (no
performance) and place the highest rating number (full or
exceptional performance) at the end of the spoke at the
outer ring.
6/28/2022 136 136

Plot the Ratings
• For each performance category, plot on the chart the
associated rating.
• Then connect the plotted points on all the spokes.
• Highlight the enclosed central shape as necessary for
ease in viewing.
6/28/2022 137 137

RADAR CHART
138
Interpret and use the results.
• The resulting radar chart will graphically
show areas of relative strength and relative
weakness, as well as depicting general
overall performance.
6/28/2022 139 139

6/28/2022 140
RADAR CHART
141
Rhombus of Change (Self Study)
PROCESS IMPROVEMENT
6/28/2022 142
Define Scope of Change (BI)
Rhombus of Change:
▪ It helps us understand the impact of
the project in the business
▪ It is a tool to gain client consensus
on the nature and scope of their
business improvement problem
6/28/2022 143 143

Rhombus of Change
Degree of Change
Corporate - Many Locations/Global

Multi-Process, Multi-Org Units
Business Transformation
1 Process, Multi-Org Units
Corporate - Few Locations

Business Process Reengineering
1 Process, 1 Org Unit

Process Development
New System
Incremental Improvement
Impact of Change
Tactical
Support)
(e.g. Operations,
Strategic
Channels)
(e.g. Markets,
Products,
Gradual Magnitude of Change
Fast, But With Existing Resources
Very Fast
Rate of Change
144
Rhombus of Change
Degree of Change



Process Development
New System
Impact of Change
Tactical
Support)
(e.g. Operations,
Strategic
Channels)
(e.g. Markets,
Products,
Very Fast
Rate of Change
145
Rhombus of Change - Example
• Client: Large car manufacturing company
• Situation:
▪ Recently lost #1 position in world car manufacturing
industry to Japanese competitor.
▪ Market demand for cars slowing during increasing
fuel costs.
▪ Planned models meet current market need (i.e.
large models consuming more fuel)
▪ Recent union issues concerning health care and
retirement benefits.
6/28/2022 146 146
Rhombus of Change - Example
Degree of Change



Process Development
New System
Impact of Change
Tactical
Support)
(e.g. Operations,
Strategic
Channels)
(e.g. Markets,
Products,
Very Fast
Rate of Change
147
1. Problem 2. Problem 3. Decision
Identification Prioritisation Making
Issue Analysis Value Analysis PEST(LE) Analysis
Cost benefit
Dimension Analysis Pareto Analysis Analysis
Cause & Effect

SWOT Analysis
Diagrams
5 Why’s & Check

De Bono’s (Hats)
Sheets
6/28/2022 148
Process SREDIM Capacity Performance

Modelling Framework Planning Measurement
Dimension
Flowcharting Benchmarking
Analysis (Again)
SIPOC DIAGRAMS Cycle Time Improvement

Reduction Priorities
RADAR Charts
Rhombus of
Change
6/28/2022 149
Some Common CTR Methodologies
• Lean Manufacturing (5s) (a.k.a. Just-In-Time or Toyota
Production System)
– Reduce rework, improve transportation & eliminate work-in-process
• Total Quality Management (TQM)

– Define, deploy, maintain & continuously improve quality business
processes
• Linear Programming
– Optimize route distribution, shortest route, inventory reduction
• Statistical Process Control

– Monitor, Control, & Improve a process through statistical analysis
6/28/2022 150 150

Lean Manufacturing*
• ‘…aimed at the elimination of waste in every area of
production including customer relations, product
design, supplier networks and factory management.’
Goal: ‘…incorporate less human effort, less inventory,

less time to develop products, and less space to
become highly responsive to customer demand while
producing top quality products in the most efficient
and economical manner possible.’
* http://lean2.mit.edu
6/28/2022 151 151

Principles of Lean Enterprise*
• Zero waiting time
• Zero Inventory
• Scheduling - internal customer pull instead of
push system
• Batch to Flow - cut batch sizes
• Line Balancing
• Cut actual process times
* http://www.isixsigma.com/dictionary/Lean_Manufacturing-116.htm
6/28/2022 152 152

5s’ of Lean Manufacturing
Based on 5 Japanese words beginning with S
• Sort (Seiri) – eliminate unnecessary items from the workplace
• Set In Order (Seiton) – efficient and effective storage methods
• Shine (Seiso) – Thoroughly clean the work area
• Standardize (Seiketsu) – Standardize the best practices in
your work area
• Sustain (Shitsuke) – Define a new standard for workplace
organization
* http://www.isixsigma.com/dictionary/Lean_Manufacturing-116.htm
6/28/2022 153 153

Total Quality Management (TQM)*
• Total Quality Management (TQM) - a
method by which management and
employees can become involved in the
continuous improvement of the production
of goods and services
* http://www.isixsigma.com/library/content/c031008a.asp
6/28/2022 154 154

• Total Quality Management (TQM) - a method by
which management and employees can become
involved in the continuous improvement of the
production of goods and services
▪ TQM views an organization as a collection of processes
▪ Organizations must strive to continuously improve these
processes by incorporating the knowledge and
experiences of workers
▪ "Do the right things, right the first time, every time“
6/28/2022 155
*http://www.isixsigma.com/library/content/c031008a.asp 155
Key principles
▪ Management commitment
▪ Employee empowerment
▪ Fact based decision making
▪ Continuous improvement
▪ Customer focus
*http://www.isixsigma.com/library/content/c031008a.asp
6/28/2022 156 156

• https://www.researchgate.net/publicatio
n/317295567_Process_improvement_by
_cycle_time_reduction_through_Lean_M
ethodology
6/28/2022 157 157

Some EXAMPLES
• https://www.presentationeze.com/presentations/lean-manufacturing-
just-in-time/lean-manufacturing-just-in-time-full-details/process-cycle-
time-analysis/calculate-cycle-time/
just-in-time/lean-manufacturing-just-in-time-full-details/process-cycle-
time-analysis/calculate-cycle-
time/#:~:text=Cycle%20time%20%3D%20Average%20time%20between,is
%2024%20minutes%20on%20average.
just-in-time/lean-manufacturing-just-in-time-full-details/
• https://www.presentationeze.com/plan-check-act-cycle/
6/28/2022 158 158

Interesting websites
• http://www.accelachv.com/wp-
content/uploads/2015/08/Cycle-Time-Reduction.pdf
• https://www.businessmapping.com/blog/reduce-cycle-time/
• https://www.presentationeze.com/process-cycle-time-
reduction-techniques/
6/28/2022 159
Process
Dimension
SREDIM Performance
Modelling Analysis
Framework Measurement
(Revisited)
Flowcharting Cycle Time Capacity

Benchmarking
Reduction Planning
RADAR Charts
SIPOC Project Network Improvement
DIAGRAMS Rhombus of Diagrams Priorities
Change
6/28/2022 160
Business Improvement Stages
1. Problem Identification
2. Problem Prioritisation
3. Decision Making
4. Process Identification
5. Techniques for Process Improvement
7. Manage the Improvement Process
6/28/2022 161
Capacity Planning
6/28/2022 162
Resource Planning
▪“Most people spend more time and

energy going around problems than
trying to solve them.”
▪ Henry Ford
6/28/2022 163 163

Resource Planning
• Resources are one of the most high-priced
investments for a firm.
• With market volatility causing constraints
of skilled resources, it’s imperative to
undergo resource planning and utilize the
workforce to their maximum potential.
6/28/2022 164 164

Resource Planning
Efficient resource management includes
• smart resource planning,
• appropriate scheduling, and
• ensuring employee engagement and
satisfaction levels for a healthy business
environment.
6/28/2022 165 165

Resource Planning
▪ We are now focusing on the specific PROCESSES
that have been identified as the processes that
need are causing problems.
▪ Having identified that the process needs fixing,
the first thing that we could investigate is whether
there are enough resources allocated to this
process.
6/28/2022 166 166

Resource Planning
▪ The resources could be People, Information
Systems, Materials or the like.
▪ BUT the main issue would likely to be PEOPLE
resources at the correct time.
▪ These resources are not the Business Analysis
Team.
▪ These resources are who and which will be
needed for the proposed improvements.
6/28/2022 167 167

Resource Planning
▪ All problems need resources to resolve them.
▪ There is a need to understand the inter-dependencies
between processes and resources.
▪ Need to plan the most efficient way to plan activities
and making the best use of people resources.
▪ Techniques that can be used:
▪ Dimension Analysis of HOW Model
▪ Looking specially at the WHO dimension
▪ Capacity Planning linked to Dimension Analysis
6/28/2022 168 168

Resource Planning (VERY IMPORTANT)
▪ We need to conduct resources planning to help
ensure that our solutions are able IMPROVE the
running of the business processes that have been
identified as problem processes.
▪ Although these techniques are normally used by
PROJECT MANAGERS to run a short term project,
they can also be used to help a LINE MANAGER to
run his section of a business.
6/28/2022 169 169

Resource Planning (VERY IMPORTANT)
▪ It will help the Business Analyst to ask the
SME’s to allocate the correct resources to their
Departments.
▪ Do not get confused that this technique is
being used to run the actual Business Analysis
Project.
▪ It is being used to ensure that the final HOW
model is adequately resourced.
6/28/2022 170 170

Resource Planning
• The goal of the organisation is to provide satisfactory
levels of service in the most cost effective way.
• Deciding what resources are necessary to complete a
task can sometimes be a difficult decision to make.
• Resource planning is necessary for the Line Managers
to know what facilities, equipment and staff are
needed to run their particular section of the
business.
6/28/2022 171 171

Another Definition
• Resource Planning is a process
of identifying, forecasting,
and allocating various types of business
resources to the projects at the right time
and cost.
• It also ensures the efficient and effective
utilization of resources across the
enterprise.
6/28/2022 172 172
Another Definition
These business resources can be
• human resources,
• equipment,
• assets,
• facilities, and
• more.
6/28/2022 173 173

Dimension Analysis (Revisited)
• A good place to start would be by relooking at
your Dimension Analysis and Identifying the
resources that are needed for each process.
• If these resources are listed it will be easier to
conduct the Capacity Planning and also use
the Project Network Diagrams to help with
your planning.
6/28/2022 174
Level 1 HOW Model
• The LEG of a HOW model for a particular group of activities
is the best place to start identifying what gets done and
WHO does each process.
• The input of several SME’s at this stage is absolutely
essential.
• Often the line manager might not know the full story of
what the operation entails.
• Include some SME’s from the coal face in these discussions
to find out exactly how much time is needed to conduct a
certain task, and how many people should be involved.
6/28/2022 175
Capacity Planning
PLANNING THE RESOURCES
6/28/2022 176
Capacity Planning
• Capacity planning is a process that
identifies whether or not you have the
resources and skills to do the work, or
the supply to meet the demand.
• In contrast to resource planning, capacity
planning looks at the organizational level to
forecast and ensure that businesses can
keep up with customer needs.
6/28/2022 177 177
6/28/2022 178
• The very purpose of capacity planning
and capacity management in general in a
service business is to make sure
you’re using resources efficiently, so it
should answer the following questions:
6/28/2022 179 179

1. What skill sets are the most important, but
missing from your resource pool?
2. When do I need to hire new people?
3. How can capacity be optimized to deliver
better results?
4. Is every resource assigned to the right job?
6/28/2022 180 180

Capacity Planning
• When trying to improve a business process,
you need to consider the capacity of the
organisation to deliver the required level of
service.
• You can use Capacity planning to decide what
quantity of resources (facilities, equipment
and staff) you will need to have available of a
set period of time. (hour, day, week, month or
year).
6/28/2022 181 181

Capacity
• Capacity is the maximum quantity of
work that can realistically be processed
during a specific period of time using the
resources available.
• Need to distinguish between the actual
and theoretical capacity.
• Capacity planning is about measuring
work.
6/28/2022 182 182
Measuring work
• Measuring work is important for several reasons:-
– Always need to know the capacity of the
organisation
– Need to know capacity to help with major
transformations such as increased automation,
re organisations, policy changes
– One of the biggest costs in an organisation is
people.
6/28/2022 183 183

Measuring work
– Capacity planning will help to determine how
these costs are distributed over products or
services and will help in activity based costing to
prioritising process improvement efforts.
– Help to deliver performance metrics for process
management.
– Can be used to supplement other process
improvement techniques. Eg Cycle Time
Reduction
6/28/2022 184 184

Capacity Planning
• Capacity planning will enable the Analyst to “help” the
business to provide a better, more reliable level of
service to its customers.
–
Helps with timeliness standards.
–
Maximises productivity
–
Increases employee utilisation
–
Improved cost control .
–
Less stress for employees and better “Work Life Balance”…
fewer crisis situations.
NB: One person’s capacity for work may differ from another.
6/28/2022 185 185

Capacity Planning
• Capacity planning will enable the Analyst to “help” the
business to provide a better, more reliable level of
service to its customers.
–
Helps with timeliness standards.
–
Maximises productivity
–
Increases employee utilisation
–
Improved cost control .
–
Less stress for employees and better “Work Life Balance”…
fewer crisis situations.
NB: One person’s capacity for work may differ from another.
6/28/2022 186 186

Capacity Planning - Summary
• To determine level of service requirements
– Workload is the time required for a qualified employee to
complete a defined task at the standard rate under normal
conditions.
• To analyse current capacity
– Sometimes you might have more capacity that is necessary
– Poor levels of service could be due to under capacity
• To plan future activities and requirements.
6/28/2022 187 187

Example of Capacity Planning
• Check the usage of the various resources of the
system
• Take a look at the resource utilization for each
workload and decipher which workloads are the
major users of each resource
• Determine where each workload spends its time.
This provides insight into which resources take the
greatest portion of response time for each workload
https://www.planettogether.com/blog/the-3-steps-of-capacity-
planning-and-how-they-apply-to-your-process
6/28/2022 188 188

Define Resources
Group Exercise
• Work in your assignment teams.

• Use your outcomes of one or two of the
problems that you have decided to address.
• Identify the proposed changes and list any
extra resources that might be needed in
order to sustain the proposed changes.
• Use a flip chart, to show your workings and
explanations.
6/28/2022 189 189

WEBSITES
• https://www.business-case-analysis.com/
• https://managementstudyguide.com/strategic-
management.htm
• https://www.managementstudyguide.com/all-
subjects.htm
• https://www.managementstudyguide.com/business-
process-improvement-articles.htm
• https://www.managementstudyguide.com
6/28/2022 190 190

Some Interesting Videos
https://www.youtube.com/watch?v=GI7lZCGTYsA (4 Mins)
Part 1: Agile, Lean, DevOps, Kanban, ATD, BDD, Cynefin – the New World for Business Analysts
https://www.youtube.com/watch?v=TRwwlrB23HU (13 Mins)

Part 2: Business Analysis Techniques Used by the Strategic Business Analyst
https://www.youtube.com/watch?v=6MINge6wQu4 (7.5 Mins)

Part 3: Business Analysis Techniques Used by the Tactical Business Analyst
https://www.youtube.com/watch?v=KeE5EaEgx7s (5.5 Mins)

Part 4: Business Analysis Techniques Used by the Operational Business Analyst
https://www.youtube.com/watch?v=hbVQ0q4k-jI (3.5 Mins)

Part 5: When Do You Do Business Analysis in Agile Projects
https://www.youtube.com/watch?v=P2KX6FSHoMA (7.5 Mins)

Part 6: The Now and Future Business Analyst Profession
6/28/2022 191 191

2022 PGDip DAY 4

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

2022 PGDip DAY 4

Uploaded by

Copyright:

Available Formats

PDBA: MODULE 3

Identify the Resource Improvement

Issue Analysis Value Analysis PEST(LE) Analysis

Cause & Effect

5 Why’s & Check

Process SREDIM Capacity Performance

SIPOC DIAGRAMS Cycle Time Improvement

Process Improvement Techniques

Resource Planning for the proposed

Conduct Gap Create Future

Dimension Analysis (AGAIN)

▪Do not dwell on what went wrong.

This is still just the examination stage and not the

2 • Select appropriate dimension analyses

3 • Apply and populate W5 Profile during current state modeling

• Run Applicable Dimension Analysis Reports

9 • Feed Business Case

• Now, by using the same technique we can

1. Open file Current State Model.cxbml

• Cycle time = Average time between

Alternative Method all four jobs are done in 1 cycle)

Alternative Method all four jobs are done in 1 cycle)

Get Cook Drain Prepare Egg

Mix Sauce &

Complete Cooking time is 34 Units

Add Cheese & Make White

Complete Cooking & Prep time is 34 Units

Complete Cooking & Prep time is 34 Units

Mix Sauce &

Complete Preparation time is 21 Units

Average Activity = (Unit processing time * batch size) + setup time

6/28/2022 100 100

Example: Inspection activity

6/28/2022 101 101

Average Activity = (Unit processing time * batch size) + setup time

Average activity time = ((3*10) + 15)/0.75 =

Example: Inspection activity

• What is the estimated activity time for inspecting

6/28/2022 103 103

6/28/2022 104 104

6/28/2022 105 105

6/28/2022 106 106

6/28/2022 108 108

6/28/2022 110 110

• How should I map metrics visually?

• How can I report metrics from models?

• Identify paths with longest

6/28/2022 122 122

6/28/2022 123 123

6/28/2022 124 124

6/28/2022 125 125

6/28/2022 126 126

6/28/2022 128 128

6/28/2022 130 130

6/28/2022 131 131

6/28/2022 133 133

6/28/2022 134 134

6/28/2022 135 135

6/28/2022 136 136

6/28/2022 137 137

6/28/2022 139 139

6/28/2022 143 143

Corporate - Many Locations/Global

1 Process, Multi-Org Units