Background
One of the client’s annual goals is to simplify its organization. The project contributed to this goal by focusing on the foundational task of rewriting work instructions. These instructions were designed to be easily readable for all FEC colleagues, presented in a step-by-step format, and published in a uniform layout.
Process managers collaborated closely with analysts to rewrite the work instructions, as analysts are the end users of these instructions. As the Product Owner, I maintained close communication with the process manager, regularly checking whether everything was proceeding according to plan or if they needed assistance.
Balancing the needs of a diverse group of analysts within the bank posed a challenge for process managers when creating work instructions. The goal was to ensure that everyone, regardless of their experience level, could effectively use these instructions. By involving analysts from different business lines and varying knowledge levels in the rewriting process, the aim was to produce a comprehensive and clear end product accessible to all. Close collaboration across departments, effective communication, and clear agreements contribute significantly to efficiency. While it requires an initial investment, the benefits become evident later in the project.
Solution
In order to make the work instructions more user-friendly, an attempt has been made to lengthy text sections with a short and concise step-by-step plan. By making the link with the entire process, the analyst can go through the process step by step on the basis of the work instruction. This ensures an effective way of working.
To ensure that the work instructions were rewritten in a uniform manner, many process managers were called upon. By working together efficiently, for example with the help of pressure cooker sessions, an attempt has been made to eliminate time pressures. In combination with continuous monitoring and adjustment if desired (or necessary). I tried to take on a supporting and facilitating role, without immediately taking over work. It’s about finding the right balance between control and helpfulness.
Given the large amount of work instructions that were in scope of the project, not only was considerable pressure placed on the process managers, but a major impact on the business was also expected. For a successful implementation, several means have been used to ensure that the updated work instructions land well. Managers and team leaders were informed through awareness sessions, the analysts had to follow a webinar and there was an evaluation after completing a survey during a feedback session.
Results
In the end, we managed to meet the set deadline and a huge number of work instructions were rewritten. This has resulted in very valuable collaborations, which we hope will be maintained in the future.
By keeping an eye on operational activities and visions, a better end product can be created and that is what we want to achieve in every project. Good improvements have been made, but of course there is always room for improvement. Continuous monitoring and connection with stakeholders therefore remains necessary.
Future Steps
The method, which was used during the project, is currently being implemented in business as usual. This means that the steps to be taken are integrated into the current way of working and are used in regular activities. In addition, it remains important to continue to involve the business and to ask for feedback on a regular basis. They are often the most important stakeholder within a project or change.
Conclusion
The project focused on rewriting a large number of work instructions to simplify the organization. Through close cooperation with analysts and process managers, user-friendly instructions were created, which were successfully implemented. The project has once again emphasized the importance of continuous monitoring and stakeholder management.
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