How many “If-Then” steps do your team members have to deal with in the course of their routine work?
Every one of those branch points is a decision. It is a point where the team member must memorize decision criteria and the correct choice(s).
Each “If-Then” in the process flow potentially doubles the number of possible paths the process can take.
Each decision is an opportunity to make a mistake.
The more complex a process, the more time and experience the team member requires to master it.
Mental bandwidth is limited.
The more attention they must expend to do it right, the less they can devote to thinking about how it could be done better.
How complicated a world do you create for people trying to do the work?
The more “flexible” your human interface with the process, the more complicated it is for the person who has to use it.
Do they have to enter ad-hoc query criteria into computers to pull information they routinely need every day?
How many decision criteria are things that people “just know?”
How often does someone encounter a problem or new situation and get a verbal instruction from the supervisor on how to handle it? What happens then? Maybe a general announcement at the next team meeting, if you’re lucky?
Go down to your work area.
Watch how people interact with the routine work.
Each of those decision points is an opportunity to simplify your process flow and make life a little less stressful for all of you.