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	BPMS Watch: Hey You! Get Outta My Pool! Read this column.
One of BPMN’s most important elements is unfortunately also the most misunderstood.  It’s called a pool, a rectangular shape that serves as a container for a process.  So in that sense a...

Experts Wanted

Presented by Marvin Wurtzel, President, Marvin M. Wurtzel  & Associates, Inc. 

Course Description:

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New York City: Nov 6

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The Roosevelt Hotel

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Business Process Management builds the framework to create strategic alignment, measure business processes using metrics aligned with business goals, and identify performance gaps that have a major impact on the customer experience and on achieving desired business results. Six Sigma will implement the methodology to prioritize these projects and close the gaps.

Business Process Management is an enterprise-wide, structured approach to providing the products and services your customers value most. By understanding the key business processes your company uses to meet these needs, the gap between customer expectations and your ability to perform begins to emerge. Processes that are inefficient or ineffective in delivering what customers require are clearly identified and targeted for improvement. As the entire organization begins to measure performance in terms of critical, customer-driven requirements, employees no longer think of themselves as functional managers responsible for functional outputs. Instead, they see their roles in the context of a greater, more important goal -- satisfying and creating loyal customers. As process thinkers, they consider the potential impact of their actions and decisions upstream and downstream and ultimately on the company's ability to deliver what it promises its customers. One vision, one purpose, and a meaningful way to measure everyone's progress. Business Process Management transforms reactive organizations into innovative leaders - with the speed and agility to anticipate change before the market demands change.

In theory, Six Sigma is based on business process principles. This is clearly articulated in the book 'The Six Sigma Way', which is arguably one of the most articulate texts on Six Sigma.

Yet, Six Sigma is frequently implemented in a traditional, departmental paradigm without much reliance on business process thinking. Executives and a number of Black Belts are trained. Black Belts are assigned to various functions or departments in the enterprise. Additional Black Belts and Green Belts are trained in each of these departments and then the race is on to identify areas where Six Sigma can be deployed to realize cost savings using the traditional DMAIC [define, measure, analyze, improve, control] methodology. What's even worse is that in many firms, one of the key measures of Six Sigma program success is the number of projects completed. That's reminiscent of the old HR paradigm where the success of training programs was assessed by the number of participants trained.

It is little wonder that many thoughtful Six Sigma practitioners complain of the difficulty in identifying the best opportunities to apply Six Sigma techniques, and of the fact that there are frequently overlapping and redundant Six Sigma projects. By structuring the entire improvement initiative according to business processes there would be fewer overlapping initiatives and more cross-departmental collaboration. Because this would create a big picture view, leadership could decide, based on the size of the performance gap to deploy the Six Sigma methodology and its rigor. The application of measurements, statistical analysis and the disciplined approach to resolving the problem.

Course Outline:

• Overview BPM
  • Building strategy
  • Organizational capability
  • Focus
  • Alignment
  • Discipline
  • Building the business model
• Overview Six Sigma
  • Brief History
  • Basic concepts
  • Tools
  • Improvement Methodology
• Combining BPM and Six Sigma
  • Enabling execution
  • Breaking the traditional mindset
  • Examples of combining the tools of BPM and Six Sigma
  • Process simulation using statistical techniques
  • Case study of the applied techniques

Course Objectives:

• Implement Business Process management to create strategic alignment
  • Identify critical success factors
  • Identify key business objectives, strategies and goals
  • Identify success metrics
  • Identify key business processes
  • Create a process management system
  • Identify performance gaps
• Implement Six sigma to close the performance gaps
  • Prioritize projects based upon performance gaps
  • Generate business results

Instructor Biography:
Marvin Wurtzel is the Principal Consultant of Marvin M. Wurtzel & Associates, Inc., a consulting and training firm that specializes in quality, process and productivity improvement. Marvin has extensive management experience at leading companies in financial services, information technology, electronic manufacturing, and consumer products. He has implemented Six Sigma and Process Management strategies resulting in, cost reduction, as well as, customer satisfaction, productivity, quality and cycle time improvements. He is a Fellow of the American Society for Quality, a three time Malcolm Baldrige National Quality Award (MBNQA) Examiner and a Master Black Belt. He can be reached at marvin@wurtzelassociates.com or 508 574-2175

Prerequisites:
Basic knowledge of BPM or Six Sigma

Target Audience/Who Should Attend:
Professionals interested in BPM and Six Sigma.
Master Black belts who want to rejuvenate their Six Sigma initative.

Unique Value of Course:

• Accelerate returns on Six Sigma
• Select improvement projects based upon performance gaps
• Provide impact on delivering customer value and generating business results.