Business Process Modelling and Analysis
Process modelling makes work visible so it can be improved. Candidates should understand process hierarchy (enterprise, value stream, process, sub-process, task), the difference between a functional and a process view, and the as-is/to-be pair. Know the common notations at a conceptual level: flowcharts, swimlane diagrams (showing handoffs and ownership), BPMN (events, gateways, pools/lanes), and value stream mapping (lead time, waste). Analysis concepts include bottlenecks, handoffs, rework loops, cycle time versus lead time, and the eight wastes (defects, overproduction, waiting, non-utilisation of talent, transport, inventory, motion, extra processing). Understand process performance measures - cost, time, quality, compliance - and the use of root-cause tools such as the five whys and fishbone diagrams.
Traps
Questions often confuse cycle time (time to complete one unit) with lead time (total elapsed time from request to delivery). Another trap is modelling the to-be before the as-is is validated, or 'improving' a step that is actually a necessary control. Beware options that add technology to a broken process without removing waste - automating waste produces faster waste. Also note that a swimlane diagram shows who does what, not necessarily sequence alone.
Rule of thumb
Before redesigning, ask of each step: does it add value to the customer, is it a necessary control, or is it waste? Only the first two stay.
Worked example
A purchase-to-pay process has three approval handoffs and a rework loop for missing PO numbers. Removing one redundant approval and enforcing PO capture at source cuts lead time without weakening control.