Why Repeatable Processes Are Important

A successful process depends on repeatability. Any other attributes of a process (e.g. flexibility, extensibility, and measurability) make no difference if the process cannot be repeated.

Even an informal process needs to be repeatable in order to be successful and fully operational, but it is even more important when a process is formalized. A formalized process is usually documented, which makes repeatability much more likely.

Also, the measurement of a process for flexibility and extensibility requires it to be repeatable; otherwise, there is no constant against which to measure and compare. Repeatability is also essential when trying to measure process improvement, making it a critical factor in the ultimate success of all processes within organizations.

While managers might believe that they do not have time to create repeatable processes, the reality is that companies cannot afford to have processes that are not repeatable. If time is not spent thinking through processes and documenting them, then time is wasted recreating processes each time they are to be carried out.

For example, consider the hiring process. This is a repeatable process that is required more or less from day one of a company's existence. Almost no one would argue the fact that it is important to get the hiring process right. After all, if you pick the wrong person for the team, that team and ultimately the company will suffer as a result of your poor decision.

Time spent thinking through how the hiring process will work is time well spent. If the process is carefully considered, then the probability of hiring the right person is greater. If the process works and is documented, it can be repeated so that the company continues to seek out and select the best employee for each position. If the hiring process is not repeatable, then the quality of the candidates hired may vary greatly. Please note: This is not to imply that the best candidate is hired 100% of the time when a repeatable process is in place. There are still many variables that may negatively impact the quality of the candidates and the eventual person hired. The point is that with a repeatable process in place, when a not-so-good hire is made, lessons learned can be incorporated into the process, resulting in continuous improvement.

This example illustrates the importance of having repeatable processes that are documented and that work for the company. While this example argues the case for a repeatable hiring process, it can equally be applied to any other task that the company has to carry out. Repeatable processes are necessary for success in all areas of the company and for all types of tasks.

I have observed the hiring process in different organizations, one with a repeatable process, one without. In both companies, the new employee received the following on her first day of work:

• Orientation training describing an overview of the company, its culture and the employee's role in addition to the job description.

• An electronically coded and activated card-key for secured access to various locations in the building for employees only.

• A cubicle or office with a workstation and chair.

• Office supplies, a trash bin and a computer with the appropriate software installed.

In the first company, unfortunately, it was a regular occurrence that one or more of these items would not be available on the new employee's first day of work. It was not uncommon to see new employees spending a substantial amount of time during their first week searching for a chair or office supplies, or just trying to get back into secured areas after lunch because they did not yet have their activated card-key.

At the second company where I worked, new employees always had these items in place on their first day. Additionally, their employee nameplate and business cards were also available on their first day of work because the new hire orientation committee ensured that they ordered everything a new employee needed the moment the job offer letter was accepted. The company had documented that 99% of the time candidates who accepted the job offer actually showed up for work on their first day. The company was willing to pre-order employee nameplates and business cards even though 1% of the time candidates did not show up for work on their first day.

New employees even had a "Welcome Aboard" gift basket waiting for them on their first day! This is a far cry from the previous example. New employee motivation could only be enhanced by having all their required equipment ready for them on day one, in addition to receiving a welcome gift. This form of a repeatable, efficient business process made the company's new employees feel included and wanted from the onset.

Once processes are repeatable, they can be measured. Once they are measurable, the team can determine where potential problems are occurring and then take steps to address and improve the process. Therefore, making the process repeatable is a key and crucial first step. Once this is in place, the next important step is to ensure that the process is measurable and simple to use.

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About The Author

Dr. Milton Mattox is a senior-level business executive, leader and technologist who has worked with some of the world's most acclaimed companies. An expert in software engineering, information technology, and quality process management, he continues to practice the leadership techniques and methodologies outlined in his books and articles to successfully increase return on investment for organizations and companies.