Process-based analysis is enjoying a whole new surge in popularity one that accompanies a surge in business post-Covid.

A process-based approach empowers the whole business to comprehend how inputs are transformed to deliverables for the client. It interconnects every business function, thus empowering workers at all levels to comprehend their role in filling customers’ needs.

A process approach empowers a firm to manage client needs, and its own corporate and regulatory needs in a standard, regulated and trustworthy way. Companies with a process-based approach are more streamlined and tend to be be very popular with customers, as they supply quality across the board and across time. The key to all of this, of course, is stable leadership.

To apply this concept to the building industry, we must examine how design packages are taken from idea to delivery, how the transfer of building packs to sub-contractors happens and how payment is rendered for finished work. Each of these stages comes complete with inputs, a process and outputs.

Then, envision the stages in the conversion process as a production system. Then envision the input in sequence, flowing through the process, resulting in the output. This is called mapping resource.

Bottlenecking can slow down the process; to combat bottlenecking, companies may transfer and recruit resources, also hiring sub-contractors.

The process-based approach offers another alternative, in the form of gap analysis: an assessment of the perfect process, with accompanying capabilities and resources, versus what you have at your disposal. This process must identify value-add and non-value-add steps; a review that involves the evaluation of processes against common corporate wastes. This review generally results in the erasure of duplicate steps, a lessening of steps that hold no value, a reduction of hand-offs, the standardising of upstream inputs so that the culminating steps have all data available to proceed with the activity, and getting a clearer vantage point of the role that each step plays in the company’s mode of delivery. And wastes can be expelled.

In this process, work reports must be consistent and powered by automation and digitalisation, and the process as a whole must be devoid of duplicates, extended processing and elongated wait times. Processing in general must be expedited more quickly and efficiently, with prefabricated parts and components possibly in place and generalists and specialists must be assigned the right tasks. Design and documentation should be perfected.

When optimised, the enhanced final process could result in the consumption of 25% of the resources used before, with far greater accuracy. In short, the process is perfect!