Resources in Operational Excellence (OPEX)

Our focus on Operational Excellence (OE) is on the alignment of strategies, processes, performers, measures, technologies and management to achieve and sustain outstanding levels of performance of the entire enterprise.

Our belief is that Operational Excellence is achievable only when an organization has defined the major elements that affect performance and aligned them (which often means redesigning them) to support strategies and goals.

Just as often the task of alignment also means ridding the organization of things (practices, policies, organization structures) that impede Operational Excellence.

Displaying 101 - 110 of 263 resources matching your criteria.

The Power of Process for Delivering Business Improvement

This presentation describes the power of process analysis and redesign in solving business problems and improving business performance. It gives specific cases in which the author was involved and describes what the issues were and how the team delivered specific business improvement. The presentation also identifies the value of performing root cause analysis for defining requirements for the to-be process. It goes beyond modeling techniques and illustrates how to address cultural issues and constraints found in most companies.

Achieving Dramatic Process Improvements

You can set yourself up to achieve dramatic results or you can die the slow death of inactivity. Learn how to get started and do a successful BPM project. We’ll cover key elements such as: the right sponsorship and improvement team, selecting analysis techniques for high impact, implementing quick wins and testing organizational receptivity, and evaluating different scenarios using BPM software simulations.

Process Mapping - Collaboration is Key

Contributed by:Karen Tricomi, Consultant, The Process Geek

By: Karen Tricomi, Systems Engineer, Enterprise Methods & Processes, from a major financial services organization

Wherever a business is on the continuum of process analysis, improvement, or re-engineering, the initial step is to understand how people do what they do. A process map can get you started.

A process map defines how an organization performs work: the steps involved and their sequence; who is responsible for each step; and how work groups interact.

There is no shortage of software tools to help map your processes, and myriad formats to choose from. No matter what format, tool, or technology is chosen to document the “As Is”, though, collaboration is key.

Relating Enterprise Strategy to Business Outcomes

At every level of government, officials have been increasingly challenged in recent years to continue improving upon the delivery of government services, even as their expertise heads out the door – with the climbing rate of baby-boomer retirements – and their budgets are heading south. It is in times like these that government decision makers need to point their enterprise strategy, with a steady aim, at achieving better business outcomes, or greater mission success. This presentation focuses on the value of applying effective performance measures, which allow cause and effect relationships between IT (and other) solutions and the basic business needs of government, to be more clearly understood and more successfully leveraged.

Reasons for Six Sigma Deployment Failures

Contributed by:Marvin Wurtzel, Faculty Member, BPMInstitute.org and Principal Consultant, Marvin M. Wurtzel & Associates, Inc.

By: Marvin Wurtzel, Wurtzel Consulting, Inc.

As a Six Sigma consultant I am often asked: "Have there been any Six Sigma deployments that have failed?" My answer is ambiguous enough to make me sound like a presidential candidate. That answer depends on your definition of the term "failure." My definition of a failure would be a result that does not deliver the Return On Investment (ROI) anticipated by the company. Using this definition, I am not aware of any company that would admit to failed deployment.

Creating Momentum for Process Change

By: Alan Ramias, Partner, Performance Design Lab

In our consulting work at the Performance Design Lab (PDL), we have frequently talked with clients who describe the following scenario: “Our improvement projects usually seem to get stuck between current and future state. We get the ‘is’ process mapped out okay, but we can’t beyond that.”

The question we always ask is, “Why did you start the project in the first place?” What we find out is that processes often get mapped without any clear purpose, other than to map them.

The Five Implementation Options to Manage the Risk in a New Process

Contributed by:Daniel Madison, Principal, Value Creation Partners

By: Daniel J. Madison, Principal, Value Creation Partners

How do you manage the risk and uncertainty concerning a new process design? Below are five options ranging from low-risk suggestions to ones that imply higher risks.

Role-Playing, Practice, and Simulation

The least risky option is to role-play, practice, or simulate the new design. To use a military metaphor, you wouldn’t be using live ammunition in this option. A professional football team employs this option (and calls it practice) Monday through Saturday. There’s no risk in role-playing, practice, or simulation.

How to Scale Your Process Documentation Initiative

A 10 Point Checklist is a good place to start when scaling your process documentation initiative.

30 minutes with your Executive Sponsor every week
Dates and Deliverables Create Urgency
Find the Right Documentation Tool - is yours up to the task?
Build your Company’s Process Chart
An Owner for Every Process

Download this white paper for items 6-10 and additional "how to" specifics for each item.

Taking the Process Map to the Next Level - The Visual Analysis Map

Contributed by:Shelley Sweet, Faculty Member, BPMInstitute.org and President, i4 Process

By: Shelley Sweet, President, I4 Process Consulting

What if you could create a visual that showed your data gathering, problem solving and analytical thinking analysis all in one place? What if you could have a map which would enable you to talk to stakeholders and executives and get their input on problems, time delays, and key quality issues? That’s what the Visual Analysis Map can do for you and your team.

Performance Management - Measuring, Documenting and Demonstrating the value of BPM Projects

Measuring, documenting and demonstrating the value of BPM projects is the key to promoting its adoption across the organizations. Before committing their resources to BPM, executives want to know what business value, often in dollars, the ‘other’ project delivered. Presentation will cover the following topics: Importance of measuring, Identifying KPIs, stating objective in terms of KPIs, framework/workshop techniques to identity KPIs and documenting and demonstrating the value creation against them. An example of a financial process will be included.