Process performance is related to process maturity with an Optimized Process or Level 5 Process being the most mature and robust. Lean and Six Sigma methodologies may be used to leverage the BPM competencies of a company to achieve optimized processes. This presentation will view a process from the Lean, the Six Sigma, and the BPM point of view with the goal of illustrating how these methodologies follow similar approaches to problem-solving with each contributing to the final process result. Two case studies will illustrate the integrated approach and the potential impact on financial returns.
If you don't have the time to listen to this issue's Featured Archive, this article serves as an Executive Summary of the presentation, " Process improvement: A Case Study in Revenue Generation Process Improvement " by Sherri Adame, Senior Business Systems Analyst, Baxter Healthcare. Adame explains how getting the right people and identifying the right processes can lead to dramatic improvement without buying a new expensive IT solution.
The hottest trend now in BPM suites is integrated performance management. While BPMS and its workflow ancestors have always featured basic process monitoring and work statistics, the kind of performance management now emphasized is more closely aligned with metrics strategic to the business: the percentage of orders filled immediately, or conformance with service level targets, broken down by customer type. These once were the sole province of business intelligence (BI) software, but performance management analytics and real-time business activity monitoring are now being bro
In this session, the importance and benefits of collecting alliance and partnership measurement and intelligence data and how it can then be used to improve processes and predict future results will be discussed. The session will discuss how companies can:
- Provide evidence to support company claims to Stock Analysts regarding the company’s performance predictions for the next quarter and year as they relate to alliance and partnership contribution to revenue and expense
- Measure the effectiveness of the programs, processes, people and policies that the company last changed
- Measure the impacts and effectiveness of changes that are made to your changes
- Determine the best use of partnership budget dollars and marketing funds based on effectiveness evidence
- Comply with SOA Governance and continuous process measurement requirements as they relate to its partnerships
- Predict channel partner future performance with substantiated supporting data
- Predict the impact of any change in programs, processes, people and policies based on real evidence that includes behavioral, cultural and other non-quantitative data sets
- Continue to keep partners interested and motivated to sell the company’s products through their continued engagement of the collection of data exercise and by the company making visible changes based on the data results from both the company’s and its partners’ inputs
- Gain a competitive advantage in its markets through stronger relationships with its partners
As the first year of Sarbanes-Oxley (“SOX”) compliance passes, companies are searching for ways to extract value from the ongoing exercise of documenting and testing internal controls. For SOX practitioners, the tools and techniques of BPM should prove invaluable for improving the financial reporting process. BPM professionals should find that SOX generates a treasure trove of process documentation, laying the groundwork for process management well beyond financial reporting.
Sounds great, but this happy marriage hasn’t happened yet. Why not, and how do we bridge the gap?
Process design principles are distilled best practices from world-class organizations. By using design principles, a team can craft a new process, which in many instances achieves a 50% reduction in time and cost and with much higher quality. In this presentation, case studies will highlight the use of design principles from the author’s own experience.
This presentation will present highlights of recent research including the following:
- Are firms developing increasing skill in improving and managing large cross-functional business processes?
- What are the implications for firms in the public sector?
- What are some of the major ‘mental model’ obstacles in deploying BPM?
- How to engage leaders in managing enterprise business processes?
- Why is the role of the right [customer oriented] performance metrics so essential?
The pressure to consistently deliver business results is intense. The key to producing these results lies in your enterprise processes. Are your business processes being managed to deliver targeted business results or are you leaving them to chance? Performance Metrics are the vehicle to produce concrete business results. Learn how to implement key performance metrics to deliver improved results. The secret: a holistic performance metrics system.
Business Process Management offers organizations the ability to significantly improve business processes, reaping improved productivity and customer service in the process. However, the same technology that supports BPM can also be used to implement composite applications and service-oriented architecture. This session will explore these additional capabilities by looking at case studies of organizations that have implemented these advanced features.
This talk will provide an overview of both Six Sigma and BPM to indicate where there are synergies between the two types of programs.
BPM builds the framework to create strategic alignment, measure business processes using metrics aligned to business goals, and identify performance gaps that have a major impact on the customer and on achieving desired business results.
Six Sigma can be used as the vehicle to implement the methodology, prioritize the projects, stabilize the processes and close the gaps.