As-is and To-be Process Flows: Key Process Maps for Process Improvement
Sales are declining and the trend is not sustainable for your company. Your manager, the Chief Operations Officer, has tasked you with trying to figure out what the company can do to improve the sales process. Where do you get started? How can you try and understand what is wrong and how it can be fixed? That is where developing “as-is” and “to-be” process flows can help. As-is and To-be process flows help you visualize how a process currently “as is”, giving you the opportunity to redesign the process to what you want it “to be”. Let’s dig in on what as-is and to-be process flows are, how to create them, and walk through a sales process example to help your COO out and fix those declining sales!
What are “As-is” and “To-be” process flows?
As-is and To-be process flows are two different types of process maps. The As-is process map gives you a detailed visualization of a process as it exists today. You take the time to research all the steps currently in the process, not worrying about improvements at this point. By taking the time to understand the as-is process flow, you can identify areas where improvements can be made, which you will highlight in the To-be process map.
The To-be process map is your opportunity to design an improved process flow after examining the as-is process.
How to create an “As-is” process map
The first step is to identify the current issue or problem that needs to be addressed. This will help to determine what the as-is process currently looks like and where improvements can be made.
Once the issue has been identified, the next step is to understand how the current process works. This includes understanding the various steps involved, who is responsible for each step, and how the process flows from start to finish.
The next step is to document the as-is process flow. This will provide a clear picture of the current process and will serve as a valuable reference point when designing the improved process.
Finally, the as-is process flow should be analyzed to identify areas where improvements can be made. This may involve redesigning steps, adding new steps, or eliminating unnecessary steps. Once the improved process has been designed, it can be implemented to help improve the overall efficiency of the organization.
How to create a “To-be” process map
The to-be process flow aims to improve the process by adding in new elements and improving existing ones. The goal is to make the process more efficient and effective, while ensuring that all stakeholders are kept informed and updated throughout.
The first thing that will change is the way that information is gathered. In the current process, information is gathered haphazardly and often only when someone requests it. This leads to inconsistency and often meant that important information was not always relayed in a timely manner.
In the new process, information will be gathered on a regular basis and stored in a central location. This will ensure that everyone has access to the same information and that it is always up to date.
The second change is in the way decisions are made. In the current process, decisions are often made without input from all of the stakeholders. This can lead to frustration and confusion, as well as delays in implementation.
In the new process, decisions will be made through a consensus-based approach. This means that all stakeholders will have a chance to provide input and that decisions will only be made when there is agreement from all parties.
The third change is in the way that tasks are assigned. In the current process, tasks are often assigned without regard for who has the skills or knowledge required to complete them. This can lead to frustration and wasted time, as well as incomplete tasks.
In the new process, tasks will be assigned based on skills and knowledge. This will ensure that only those with the necessary skills and knowledge are assigned to each task, resulting in more efficient and effective work.
The fourth change is in the way that progress is monitored. In the current process, progress is often monitored haphazardly and without regard for the bigger picture. This can lead to missed deadlines and goals, as well as frustration among stakeholders.
In the new process, progress will be monitored on a regular basis. This will allow for more accurate reporting and will ensure that everyone is aware of the project’s progress.
The fifth and final change is in the way that communication is handled. In the current process, communication is often sporadic and unorganized. This can lead to misunderstandings and miscommunication, as well as frustration among all involved.
In the new process, communication will be clear and concise. This will ensure that everyone is on the same page and that there is no room for misunderstanding.
These are just a few of the changes that will be made in the to-be process flow. By making these changes, we aim to improve the efficiency and effectiveness of the process, while ensuring that all stakeholders are kept informed and updated throughout.
An “As-is” and “To-be” Sales Process Example
So now let’s go back to our example I started this post with… fixing your company’s sales process. Going through the steps I listed above, you develop a basic process map of the sales process as it exists today, and here is what you came up with.
You also were smart to capture some simple data as well, in this case being the amount of time each step takes. You discover that the entire sales process takes between 14.5 hours to as long as 74.5 hours. That potentially long sales cycle could be causing you to lose sales.
So you take that process map and create a new “to-be” model, addressing concerns you discover in the “as-is” process map, and you come up with this:
The new process cuts the sales cycle down to just under 2.5 hours. What a difference!
This example is very simplistic, but hopefully shows you the difference between the two different process flows.
