Clínica Curae Salute is a company that operates in the dentistry sector and provides services to the public, performing all types of dental procedures in several cities in Brazil . All the offices belong to the same partners , however , they did not have a Process Mapping in their organization.
2. The challenge regarding Process Mapping
Seeking to standardize and organize bc data hong kong the internal workflow , making the division of responsibilities between branches clearer , the company 's partners saw an opportunity to standardize the company 's internal functions , to facilitate the expansion and opening of new branches .
Since the company concentrates all financial, administrative and human resources functions at its headquarters in Bragança Paulista, information from different branches arrived in different ways and was sent by different positions within the branches . At the headquarters , human resources and financial functions were also performed by people from other sectors , which made the internal communication flow confusing .
For internal processes and to make the division of work coherent and organized, the company sought Líder Jr. to prepare a Process Mapping , aiming to document and separate the work flows , in addition to rearranging the responsibilities of employees so that they are clearer and equal , thus facilitating the opening of new branches and the hiring of new employees .
3. Project Stages 3.1 . Flowchart of production processes
At the beginning of the project, data collection was carried out, in which information related to the order of processes, materials required at each stage, responsible employees and the final product of each process were converted and placed in a flowchart. The administrative and service processes of the Curae Group were included in the flowcharts.
3.2 . Process Mapping Spreadsheet
First, a way to unify all the flowcharts and additional process data was to create a spreadsheet that contains a tab for each process. The flowcharts are inserted into this spreadsheet, with fields for filling in additional data that will help the manager organize production. The additional information, as previously mentioned, is: process orders, materials required at each stage, responsible employees and final product(s) and description of each process.
3.3 . Improvement suggestion report
At the end of the flowcharts, the possibilities for improving the company are analyzed. Líder Jr. is based on improvements related to: increasing the company's productivity, reducing process time, organizing the environment, employee ergonomics, among others.
Furthermore, the suggested improvements are arranged in an Effort X Result matrix, which allows us to know which improvements should be prioritized and which can wait a while to be implemented. The improvement suggestions are accompanied by details on how to implement them, in addition to technical assistance in implementation by Líder Jr. during the post-sale period.
4. Impacts and Results
After completing the Process Mapping prepared by Líder Jr., Clínica Curae Saluti was able to standardize internal flows and responsibilities for each position, facilitating the company's management and internal decision-making. We also offered a series of improvement suggestions to be implemented, with the aim of facilitating and improving internal flows and responsibilities for each position. To learn more about another success story from our company, click here.
In this way, with documented workflows and detailed employee responsibilities, the company transformed a difficult task that required extensive management into standards that both old and new employees should follow, thus following the flow of information, which made everything clearer and more organized when hiring or opening a new branch. To learn more about services performed by Líder Jr., read the post about our latest services performed — click here.
