Analyzing Human Interactions

Many processes require some type of direct human involvement to ensure progression of the process. It is these processes that usually require the most analysis to attain an understanding of the process. The following are techniques that can be used to assist the analyst in creating that understanding.

Direct Observation

One technique is to directly observe those performing the process. Much can be learned by just watching process performers in action. They are the experts and generally have found efficient ways to do what they have been asked to do within the constraints that have been imposed on them. After the analyst feels he understands the basics of what the performer is doing, it may be helpful to ask a few questions about actions that are not understood.

The primary advantage of direct observation is that the analyst can see the current process firsthand. An analyst’s presence, however, can be a disadvantage causing a slightly altered behavior by the performer. Sufficient observation time should be allowed for the performer to become comfortable with someone (a stranger, in many cases) who is watching and taking notes on the action being performed. Care should be taken to ensure the act of observation does not change the behavior of the performer thus skewing the analytical results. Changes to the process should be done after the analysis is complete.

Specific things to learn from this kind of analysis are:

• Does the performer know how what he does impacts the results of the overall process and customer of that process?

• Does the performer know what happens in the overall process or is he simply working in a black box.

• What criteria does he use to know whether at the end of each performance cycle he has done a good job? Could he change anything with that knowledge? Would he want to?

As a worker may work seamlessly from “transactional based” to “knowledge based” work it may be difficult to observe and document all of the actions and knowledge required for the human interaction. In addition it may also be difficult to match the processes to the type of worker required within the industry of the organization. The analyst should also demonstrate how the actions performed by the human interaction impact the outcome of the process.

Apprentice Learning

To watch someone do something versus learning what is being done offers different levels of comprehension of a performed action. When possible and useful, the performer may teach the analyst the job which can yield additional detail about the process. By teaching, the performer has cause to think about aspects of the process that might occur subconsciously.

This method is usually performed on repetitive tasks such as order fulfillment. By performing the process, the analyst has a greater appreciation for the physical aspects of the activity and can better assess the details of the operation.

During the apprentice learning period, it is useful to have a second analyst observe the learning process and the initial actions of the apprentice.

Participatory Video Analysis

Another variant of direct observation is to record with video the actions of the performer. This overcomes the stigma of having someone watching and noting every move that is made. Sometimes a performer adapts to the recording equipment faster than to having someone watching. Note that there may be liability and personal intrusion issues with taping the actions of anyone. Care should be taken to ensure proper releases from those involved.

An advantage of having video recordings of performer actions is that the performer can be asked at a later time to narrate the recording, providing additional information about the actions. Sometimes things occur out of camera view that the performer can explain.

Activity Simulation

One method of analyzing human performance is through a simulation of the activities involved in a process. The activity walk-through can be accomplished in a variety of ways:

• An individual analysis may carefully step through each activity, observing its inputs, outputs, and the business rules that govern its behavior.

• A group of process participants might sit in a conference room, each taking the role of a process participant, and talk through the process. At each activity, the person representing the performer discusses in detail what is done, how actions are governed, what will be produced, and how long it will take. Handoffs from one performer to the next can be observed to ensure all needed inputs are available for the next activity and from what source. It is advantageous to have the process model available, preferably in a format that all can see, so those who are not directly involved in an activity can follow the process in the model and note any deviations. Deviations are then discussed to determine if the model requires correcting or if the work description is incorrect.

• A final variation is to video record the group walk-through for later analysis and discussion to ensure nothing important has been omitted.

The latter two variations involve participants in the real process who are the real experts and offer the best means for improvement.

Workplace Layout Analysis

A workplace layout analysis is mostly a physical analysis of a work place, assembly line, or manufacturing floor space. This type of analysis can quickly uncover queuing or batch related bottlenecks, disconnections, and duplicated efforts as work items are transferred from one physical location to another.

This analysis can be useful for any process that involves a physical space where activities are performed and handed off between individuals, groups, machines, etc.

Resource Allocation Analysis

Very similar to the cycle-time analysis explained below is a study of the resources required to complete each task. This analysis takes into perspective the skills of the resources and abilities of tools or other automated systems in meeting the needs that a process demands. It generally seeks to determine why an activity takes a given amount of time from these following perspectives:

• Capability of the resource. This analysis considers what the resource is capable of accomplishing and asks whether the skills and training are sufficient to perform the activity adequately. Comparisons can be made to similar resources doing similar tasks to validate whether the resource in question will accomplish what could be accomplished in the same amount of time. This analysis might also include the capabilities of a piece of machinery to meet the demands of the process.

• Quantity of resources. This analysis examines whether the resource is constrained. For non-human resources such as a piece of equipment the analysis examines the specifications of the equipment to ensure that it is being used within the tolerances given by the manufacture. For human resources the analysis examines whether the resource simply has too much work to do and thereby has become a bottleneck.

Often, companies working through a process improvement initiative, undergo a resource allocation analysis only to discover it is not the process but the resources that are inefficient in working through the process. By performing this type of analysis, the analyst can often uncover several bottlenecks that can be improved with little cost or change in infrastructure given the organization's ability to manage human resource issues.

Motivation and Reward Analysis

One commonly overlooked analytical technique is the examination of the human motivational and reward systems in place for the process. Activities that include human intervention have an associated reward system in place. The reward system could include any number of rewards such as a paycheck, bonuses, emotional satisfaction, etc. Understanding those motivations and rewards as a process is analyzed will help uncover unseen disconnects and bottlenecks in the process.

For example, if a worker is rewarded for the number of widgets produced and not rewarded for quality, than quality will ultimately suffer. The reverse is also true. Further, the motivation and reward analysis should also consider what rewards should be in place to positively affect any new process or activity that is introduced.