Monday Mouse RAPID Methodology
RAPID is a type of business process improvement methodology originally developed by the Business Process Improvement Shared Service. At Monday Mouse, we’ve developed our version of the methodology to ensure our clients are getting the most from their monday.com™ implementations.
RAPID stands for:
Review the problem
What Needs to Change?
Analyze your business process at a high level and identify what needs changing. You can uncover areas ripe for improvement by conducting a process audit to discover where issues and risks lurk.
Assess the current state
After you’ve figured out which parts of your process need improvement, it’s time to analyze them fully to understand what’s happening and how to realistically make improvements. Ask yourself the tough questions, for example:
What steps are creating roadblocks?
What aspects are most time-consuming?
Is there an undue increase in cost and resources?
Is quality impacted?
You can find your answers by using business process mapping to outline everything with a flowchart or a swim lane diagram. These tools visualize all steps in your business process. You want to dive deep into each phase of the process to make sure you’re not leaving out any steps, regardless of how minor they might appear.
Plan for change
Design the Improvement Process
Now you’re going to redesign the inadequate part of your process and apply the improvements you deem necessary to add efficiency. The best way to do this is by working with those people involved in the part you’re focusing on. Include what you learned when mapping the process but continue getting input from them as part of the redesign.
Be clear about what you want to change, then work on brainstorming or other group activities to collect ideas. At this point don’t stifle any suggestions, regardless of cost or resources involved. You want to explore first.
After the exploratory step, you narrow the solutions by considering the ideas within a realistic context. Apply impact and risk analysis. Work to uncover risks and potential failure points to further help you understand the full consequences of the proposal you’re building. Once you and the group have come to a realistic approach that has been agreed upon, then you’ll want to create a new diagram to document the steps involved.
Once you’ve identified and analyzed the issues, you’re going to need to get support from senior management to okay your plans for improvement. These improvements can take time and use resources, so without commitment from senior management you won’t have the power to proceed.
Implement your redesign. This might mean changing existing systems, teams and processes. Sounds like a project in and of itself? That’s because it is, and you should organize it as one. Plan, allocate time and resources, consider risk and assemble a team to get the work done.
Just as you reviewed the existing processes to discover where improvements could be made, you’ll want to review your improvements. Monitor their progress and make sure they’re meeting the milestones you’ve set up. Be ready to adjust your plan accordingly as issues arise.
Stay in communication with your team throughout. Get input from them on how the new process is working. Ask if they’re finding it frustrating on any level. Take this information and tweak your plan to make sure that the process is in fact making improvements and not meaningless change.
The RAPID approach is ideal because of its simplicity and speed. Following this approach creates an environment for success.
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