Here, the actual state is described in chronological order in terms of content and time. The aim is to determine target specifications and to make weak points in the process visible and quantifiable. For this we use the process analysis. In the process analysis, the process segments of the time studies are calculated or evaluated without reference to a unit, regarding their share in the total recording time and their value added in the process. While the proportion is to be clearly defined mathematically, the allocation to the criteria main process, secondary process (partly value-adding) or not value-adding is regarded to as a “flowing transition”.
First, the following definition applies:
Main process: Activities that are directly related to the performance of the work task. As a rule, these activities offer little potential for improvement.
Secondary process (partly value-adding):Activities that indirectly belong to the fulfilment of the work task and are variable in their expenditure. These activities offer improvement methods that can be realized through varying degrees of effort.
Non-value-added activities: Activities that do not directly belong to the work task and usually cause additional work. These activities have the greatest potential for improvement, often through organisational changes or small investments.
The figure shows a typical process structure which we often find in different industries.
It can clearly be seen that over 30% of the activities are not value-adding. At this point, we, together with your team, are going to enter the improvement process. Optimizations can be achieved in part by quick organizational measures, others may require technical changes and investments.
In any case: We accompany you throughout the improvement process, until its sustainable implementation.