“As Is/To Be” methodology

“As Is/To Be” methodology

1. Primary Processes: They represent essential processes for the company to fulfill its mission. They are in charge of building the perception of value of customers since they are directly related to the consumption of products or services.

2. Support Processes: They are responsible for supporting the primary processes, and may also help with other support and management processes.

3. Management processes: They are responsible for measuring, monitoring, and controlling activities as well as managing the present and the future of the business.

4. If you are familiar with process mapping, you have probably heard of concepts like AS-IS, TO-BE In order for the entire company to be able to optimize processes and apply a continuous improvement model, it is necessary to have a deep understanding of its processes and identify its positive and negative aspects. You can then map out your ideal scenario and what you need to do to get there.

5. It goes without saying that AS IS describes the current state of your processes, including their strengths and weaknesses. To carry out the mapping, we need to bring together the people involved in the daily functions and who understand the operations of the process, or the so-called key users. They can be managers of the areas involved. It is important to know what the managers hope to achieve with the processes and also the perspective of the other employees, since they work on it every day. Subsequently, they conduct meetings and interviews, and send questionnaires to these people in order to collect information and documents that serve to understand the process and its mapping. The objective of AS IS mapping is to collect information on: The current process flow; Other alternatives; Who are the users, customers and suppliers and what is their role in the business; Performance indicators and metrics to control processes; The tasks and the time to carry them out.

6. The TO BE stage consists of setting the objectives of the process. Process mapping must be aligned with the strategic planning as a whole so that the objectives are achieved more efficiently. At this stage, we redesign the process using the BPMN to, for example, try to re-evaluate business tasks and generate the company's vision of the future. This includes suggestions for improving processes and solving problems, such as bottlenecks, waste, or logistical problems. Process mapping will show the best ways to carry out processes, such as: The new objectives to be achieved; The new process administrator(s); The stages to follow through a task flow; The rules and anything else deemed important.