1. Conducting a qualitative analysis of business processes: 

• identify process steps that provide no value to the customer or the business 
• identify different types of waste and identify potential process problems 
• document process issues in a problem register and analyze their impact on the business from both a qualitative and quantitative point of view 
• build a Pareto chart to focus on issues that offer the most returns 
• categorize the factors underlying the occurrence of the problem using the 5 whys technique. 

2. Conducting a quantitative analysis of business processes: 

• determine process performance metrics such as cycle time or cost 
• calculate the critical path of a process using the critical path method 
• define process timeout from resource usage 
• obtain process performance indicators (for example, cycle time or cost), given task data (for example, processing time) and data on resources involved in the process using simulation modeling 

3. Business Process Redesign: 

• clarify and validate the process redesign strategy with all stakeholders 
• create “how-to” alternative process models and consider the benefits of each 
• developing an improved “how-to” process 
• development of a management process to support the new “to be” process design 
• setting performance indicators for activities and sub-processes 
• propose a new organizational chart that improves accountability and efficiency 
• cost calculation and comparison of the "to be" process with the current "as is" business process 
• documentation of new process activities.