What is Process Analysis
In today's business environment nothing is more
common than change. Organizations are always looking to improve
the way business is done. UCF is not the exception. As a major
metropolitan research university, we too are seeking opportunities
to enhance our prominence, both nationally and internationally.
We are always striving for excellence while maintaining efficiency.
Departments and divisions are challenging practices
and procedures in order to improve service to customers: students,
parents, co-workers, and the metropolitan community. Through
process analysis, departments can identify improvement opportunities.
What is process analysis? A process can be defined
as "a logical series of related transactions that converts
input to results or output" (Andersen 1999). The process
we are considering is a "business process," which
can be defined as "a chain of logical connected, repetitive
activities that utilizes the organization's resources to refine
an object for the purpose of achieving specified and measurable
results or products for internal or external customers."
Some UCF examples include the processing of an application,
the development of class schedules, and the budgeting process.
Process analysis is an approach that helps managers
improve the performance of their business activities. It can
be a milestone in continuous improvement (Trischler 1996). At
UCF, our analysis approach consists of the following steps:
(1) definition of the scope and the objectives of the study,
(2) documentation of the status quo and definition of performance
measures, (3) assessment and performance evaluation, and (4)
development of recommendations.
At UCF, the first step is achieved through the
Agreement between the customer and OEAS that defines the
scope, objective, and research plan.
The documentation of the status quo and definition
of performance measures (e.g., the time it takes to process
an application, the number of customer complaints, and the number
of customers in a waiting line) is a key step in process analysis,
in order to identify opportunities and to be able to assess
Assessment and performance evaluation is the next
step. These data provide the performance level of the process.
The focus is on the overall picture of the organization's performance
for a particular period of time. Finally, recommendations are
made based on the data collected and the assessment and performance
evaluation. Given the recommendations, the analyst and the customer
can review alternatives for implementation purposes.
You may use results from process analysis studies
conducted by OEAS, as an approach to gather data that can be
used to complete the Institutional Effectiveness process.
1. Andersen, Bjorn; Business Improvement Toolbox. Milwaukee,
WI: ASQ Quality Press, 1999.
2. Trischler, William E. Understanding and Applying Value Added
Assessment. Milwaukee, WI: ASQ Quality Press, 1996.