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 121 - 130 of 263 resources matching your criteria.

Can Six Sigma and Business Process Management Coexist?

Why Business Process Management and Six Sigma are needed in today’s business environment? 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. Together they provide a process enabled and customer focused enterprise.

Case Study: Hedging Executive Performance and the Proxy of Fiduciary Responsibility: A Proposal for Operating Excellence

Executives manage operating risks in a variety of ways, though few directly manage the risks associated with human capital. In the service industries, performance measurements like productivity, quality, customer satisfaction, and schedule variance tend to be addressed in a general sense. Issues of executive accountability rise to the surface and underscore how very important performance measurements are to operating excellence. The problem is that company boards really don’t employ a systemic methodology for valuing the strength of executive management talents relative to the risks they present to the business. Hedge funds and their management strategies are directly applicable as a model for managing executive performance. Not only can companies short their exposure in more risky assets, but they can also arbitrage undervalued business units and organizations. The parallels with hedge funds illustrate the application of mathematical concepts like Alpha, Beta, and the Capital Asset Pricing Model. Moreover, companies can establish the framework to proxy fiduciary responsibility to their executive team by addressing the fundamental concept of risk versus return.

Using Staff Frustration to Improve a Process

What is a Process?

Process Architecture in Practice - Getting Value from an Enterprise Process Model

This presentation leverages a real-world case study in which a large, quasi-government organization developed an enterprise process model with over 1,000 diagrams over the past 10 years. We’ll review the drivers behind this initiative, how the model evolved over time, and what we learned along the way. For those thinking about a need for corporate process documentation, this is a great place to start. For those already working on corporate process architectures, you’ll come away with new ideas. This presentation is not “pie in the sky” – you’ll see what it takes to govern this information, the kinds of standards that are put in place, and how this information is leveraged to improve organizational performance.

Process Analysis and Design Topic: Business Process Transformation to Maximize Business Results and Customer Focus - Fortune 100 Case Study

Businesses can no longer take months and months to redesign processes. The Value Chain Requirements Management (VCRM) framework is a customer-focused process that effectively translates strategic business and customer objectives into clearly defined and actionable requirements. These requirements become the basis for streamlining process re-design and implementation. A Fortune 100 company case study will be presented demonstrating the VCRM process methodology and business results of 30%+ reduction in design and implementation time.

Track Chair Keynote: Bridging the Gap between IT & Business: A Proposed Model

One of the most critical issues facing BPM proponents is the perceived gap between business needs and IT methods. According to CIO Magazine, the gap between IT and the businesses it serves continues to be a top issue of CIO’s year after year. This presentation is one of three that together offer a model that IT shops can use to ensure they are effectively aligned and driven by a clear understanding of the business. The presenter is Alan Ramias, partner at The Performance Design Lab and a 25-year veteran in BPM and performance improvement. Alan’s presentation will focus on the components of an effective and complete Business Architecture, while his partners Cherie Wilkins and Rick Rummler will provide companion presentations that drill down into other areas of the model.

The Big Six Sigma Myths

Track Chair Keynote: BPM Beats the Dow: The Value of Process Standards

So many speak about BPM and process, but so few have data on its value, a particularly vexing problem when needing to develop “buy-in” and executive sponsorship for large-scale BPM application and enterprise transformation. This presentation walks through several studies done on the value of the BPM standards in Supply-Chain, Design, and Sales and the clearly measurable benefits of in profitability, revenue, and share value, and ROE which have accrued to lead-edge process management enterprises.

Business Process Management - Time for Change

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