When do you need a process consultant rather than your own map?

What work does a process consultant do?

ProjectManagerTemplate describes discovering actual work, mapping it and analysing delays, repetition and handoffs. A future-state design, work with people on the change, implementation and training, then tracking results may follow. This describes a possible engagement, not every consultant’s compulsory package. Brewster Consulting describes a process consultant’s work, skills and scope.

The Expert Review covers the first three: establishing current work, mapping and analysis. Design, implementation, training and subsequent monitoring are separate work if you choose it. Agreement on a map does not establish that a future change already works.

What are seven reasons to consider an outside view?

These are possible situations, not a frequency ranking or an automatic requirement to hire:

• Starting digital transformation when the current flow is unclear.
• A merger or acquisition requiring comparison of different ways of working.
• Falling customer satisfaction without an established cause.
• Preparing for automation or an enterprise resource planning (ERP) system.
• A compliance or quality problem requiring a checkable trail.
• Restructuring onboarding, billing or delivery.
• Departments disagreeing about actions, responsibilities or handoffs.

Define the question to be answered. In a dispute, record different accounts and request examples for each. A map can help investigate; it does not establish legal compliance or the cause of every customer problem on its own.

How much time does it take from your people?

The Lab Consulting describes its own model as six to eight weeks, with about an hour each week from each participating client subject-matter expert. This is the provider’s statement about its approach, not an independent benchmark or an ErgoStrat timescale. For the Expert Review, the schedule is up to four weeks; how many hours of participation are needed from your people is agreed in the scope. See the steps of the review.

Planned conversations may limit interruptions, but do not remove staff involvement. Agree who is needed, what they prepare and who checks the map. Volume, access to data and exceptions affect time; another provider’s example does not replace an agreed plan.

When is it better to start internally?

For a short process with a clear owner, few exceptions and accessible evidence, an initial internal map may suffice. Check it with a colleague and a real case. Assign upkeep and a trigger for review.

Several departments or a major change increase coordination needs, but do not establish that the internal team cannot handle them. Compare its skills, available time and mandate with a specific external proposal. Check the consultant’s possible conflicts of interest too.

Questions

Sources

• Brewster Consulting — a process consultant’s work, skills and scope.
• ProjectManagerTemplate — possible mapping and improvement responsibilities.
• The Lab Consulting — its mapping model and client involvement.
• SSGI — Six Sigma qualification levels and requirements.

Related reading

• The actual process, or the one on paper?
• How do you map a process that crosses several departments?
• Can you map your own process with a template?