Step 1: See how it actually works
Do not draw the process from the official instructions. Sit down with someone who does it every day and write down steps, files, tools, and wait times.
This is usually where it becomes clear what shortcuts the team has made to move the work forward. This difference between the formal process and the actual work shows both the opportunity for improvement and the risk of change.
Step 2: Shorten the list of ideas
For each idea, ask how often it will be repeated, how long it will take, what the error will do, and how difficult it is to implement the solution. The best first project isn't necessarily the most exciting idea.
Sometimes a simpler problem must be solved before starting; For example, to find out which system is the main source of information or to consider a unique identifier for each record.
Step 3: Before changing, record some numbers
Measure task execution time, number of manual transfers, and amount of incomplete data before execution. These numbers do not have to be complex; They just have to give an honest picture of today.
A sentence like "we want to increase productivity" cannot be measured. But "the lead recording and allocation time will increase from thirty minutes to five minutes" is a goal that can be judged later.
Step 4: Put a small version into the real work
Test the prototype with real data and users, but keep the scope limited. From the very beginning, it should be clear where the item goes if the system fails to do something.
Pay attention to the user's reaction. If the solution creates a few new clicks or new ambiguity, savings on paper are likely to be lost in practice.
Fifth step: One person must be the owner of the process
The technical team can keep the system healthy, but cannot decide on work exceptions alone. Someone from the business itself should be responsible for the rules and process changes.
Tell the team exactly what has changed and what to do if something goes wrong. A short and clear guide is usually more useful than a few hours of meeting.
Step 6: Measure the result and then continue
After a few weeks, measure the same initial numbers again. Time is less important, but the number of new errors, manual interventions and maintenance cost should also be considered.
If the result is good, go to the next section. This slow progression may be less dramatic, but it keeps the risk low and builds the team's confidence.
Reza Doostipour
I started my career in software development and later gained experience in network, operations management and enterprise sales. Today, I use the combination of these experiences to simplify work processes.
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