Is this answer correct about Business Processes, including Process Improvement through streamlining and re-engineering, and process modeling of both the As-Is and the To-Be processes.

At my last duty station in the Air Force, I dealt with this exact situation. I was the Section Chief of the Commander's Support Staff, and we had about 1,200 or more personnel (local and geographically separated) in that unit. So essentially, I was responsible for the records of all those individuals. For the most part, our business processes were straightforward, except the way we processed our officer and enlisted evaluations.

The evaluations were primarily routed via email from supervisor to additional supervisor and so on throughout the rating chain. This process was severely outdated, and it basically left me blind. As the Section Chief, I needed to be able to speak to the status of any of these evaluations at a moment's notice if my Commander requested and ensure that they were being completed and updated correctly. The biggest downfall of processing them this way was that a lot of the evaluations were lost and never made it into the member's record. This resulted in tardiness issues for our unit from the headquarters level and promotion board issues for everyone affected. Although this had been the process in play well before I took charge in that position, this was still deemed to be my fault.

So, I sat down with my superintendent to explain my concerns: this is our process but we have no control over it, we don't know what's going on with these evaluations or where they are because there's no way to track them, we're getting chewed out by our commander because of our lack of knowledge, and a lot of personnel are missing promotions due to not having their evaluations in their record which is causing us more work in the long run. From there we had to do some business process reengineering and redesign the way the process worked. It wasn't fully broken, but there weren't any checks and balances in play. We needed a document management system (DMS), which already existed at the time. We just needed to have it modified to work for our unit. We created a presentation with a timeline of 2 months (to get access/be fully transitioned) and briefed our leadership for approval.

Our DMS was called vPC - virtual personnel center. It allowed us to create, modify, track, and delete any evaluation for members of our unit, even ones we didn't create. We could pull reports to catch trends or view our stats of on-time or late evaluations. You could view any communication throughout the routing chain. You even got notifications from the system daily if you had an evaluation sitting with you. It also sent the evaluation to the member's record electronically once it was completed. Once we switched to this process, we instantly saw a significant increase in evaluation completion and record inclusion. Switching this process not only made things work much smoother but also made our unit more effective in other areas.