Step 12: Develop Process Optimization Plans

Subsequent to the integration’s conclusion, it is almost always worthwhile to take a look at the merger from a cross-functional angle. After functions are integrated, more attention should be directed toward optimizing cross-functional performance. The greatest opportunities for additional improvement often lie in the functional interfaces, those points at which work is passed from one integrated department to another.

In this step of our methodology, we develop process optimization plans that will address the problems in the handoff zones. These plans usually target savings not identified by the deal makers and not within the scope of the initial integration.

We provide several tools such as the Process Relationship Map to select a process to improve and the Functional Relationship Map to help scope the project. The deliverables in this step include a Project Plan with budgets, assumptions, and cross-functional process performance goals.

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Process Relationship Map
Process Relationship Map
The Process Relationship Map (PRM) is a picture of the input/output relationships between the major work processes in an organization. It displays the network of processes required to run the business. Plus, it identifies how other processes affect or are impacted by the specific process selected for improvement. The 4-page document explains how to build a Process Relationship Map and provides Map examples.

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Critical Issues
Critical Process Issues
Critical Process Issues (CPIs) describe the specific aspect(s) of process performance that must be addressed in a Process Improvement Project. CPIs can guide the Design Team in deciding how to improve the process and in developing appropriate measures for managing the improved process. The two-page document explains when and how to use the tool and provides an example.
Critical Profile
Critical Process Profile
The Critical Process Profile provides information about where the process starts (Trigger) and ends (Outputs), and what other processes provide input or receive output from the process. The three-page document describes why the tool is useful, and when and how to use it.
Project Goals
Project Goals
Process Improvement Project Goals are determined prior to launching a Process Improvement Project and after the Critical Process Issues (CPIs) have been identified. The four-page document describes how to determine project goals and provides examples of objectives.
Process Inventory
Process Inventory
A Process Inventory is a list of the major processes in an organization. It is a useful input to profiling processes and developing a Process Relationship Map (PRM). The one-page document describes when and how to use a Process Inventory template and provides a completed example.
Relationship map
Function Relationship Map
The Function Relationship Map (FRM) depicts the functions (departments) in the organization and their input/output relationships. The purpose of this map is to help analyze, improve, and design the organization’s functional relationships. The six-page document describes when and how to build a General and Specific Function Relationship Map and provides examples of each.
Project Team Roles
Summary of Project Team Roles
This three-page document describes the roles of the following in a typical Post-Merger Process Optimization Project: The Design Team, Design Team Leader, Executive Team, Facilitator, Implementation Team, Implementation Team Leader, Project Manager, Project Sponsor, Process Owner, and Steering Team.
Project Plan
Project Plan
The Project Plan lists the major activities and deliverables associated with a Post-Merger Process Optimization Project. The two-page document describes how to use the tool and provides an example of a plan.