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 131 - 140 of 263 resources matching your criteria.

The Process Advisor's Role

Contributed by:Daniel Madison, Principal, Value Creation Partners

By: Daniel J. Madison, Author of "Process Mapping, Process Improvement, and Process Management" and Owner, Value Creation Partners

In most organizations no one oversees the performance and improvement of cross-departmental processes. Management books often assign the title “process owner” to this role. However, “owner” implies authority, which is usually missing in organizations that include this position. “Process advisor” or “process consultant” are more accurate, in that they reflect this reality. Usually, authority pertains to resources, staffing, and prioritizing projects.

The process advisor or consultant’s role is to monitor the performance of a process and continually improve it.

Creating the “To Be” Process

The “To Be” process can be constructed using a variety of approaches. These include process analysis techniques, creativity exercises, benchmarking and best practices, process design principles, and the use of information technology. This presentation will discuss each of these approaches and give appropriate examples.

The Manager's Role in Performance Support

By: Alan Ramias, Partner, Performance Design Lab

This article originally appeared in the members-only quarterly BPM Strategies Magazine.

This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Six Sigma - For All of Us

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

By: Marvin M. Wurtzel, President, Marvin M. Wurtzel & Associates

The popularity of Six Sigma continues to increase within large corporations as a means of improving quality and reducing costs. As most readers will know by now, Six Sigma has been adopted by leading corporations such as GE, Sun Microsystems, Allied Signal, Bank of America, Motorola, etc.

In the current business environment, IT organizations have been less passionate in adopting Six Sigma methods. Many organizations feel that they can’t afford the luxury of a Six Sigma Program. There is a feeling that it intended for the product or service areas of the business.

The Importance of Undoing the As-Is State

By Alan Ramias, Managing Partner, Performance Design Lab

Some years ago, a prominent computer chip maker declared that only those computers containing its chips inside were allowed on the premises. This policy was instituted one afternoon after a senior vice president strolled through his executive offices, noticed that virtually every desktop machine was a brand containing chips from “the other guy”, and so he threw an executive-style fit, which generated a drastic and costly “correction.”

Case Study: Business-Aligned Decision Framework Approach Provides a "Disruptive" Enabler for Dramatic Improvements in Business Process Management

Featuring: Gary DeGregorio, Distinguished Member of the Technical Staff - Motorola

Gary DeGregorio has worked in business and engineering process, methods, and tool-applied research for over 22 years. His work focuses on requirements and decision management, decision-based processes, innovation and collaboration frameworks, and knowledge/information architectures, as well as strategic methods and tools for roadmapping. DeGregorio is an Associate of the Motorola Science Advisory Board (SABA), one of the highest awards for technical achievement within Motorola.

Becoming A Process-Focused Organization

Contributed by:Daniel Madison, Principal, Value Creation Partners

By: Daniel J. Madison, Author of "Process Mapping, Process Improvement, and Process Management" and Owner, Value Creation Partners

Process management is comprised of end-to-end documentation, improvement (from radical to continuous), and management of organizational processes. Decisions are data-driven and based on customer satisfaction metrics, quality, timeliness, and cost. The responsibility of monitoring process performance and facilitating process changes belongs to a process advisor or manager. Administering processes is dramatically enabled by business process management technology.

A Balanced Perspective

Contributed by:Andrew Spanyi, Faculty Member, DBizInstitute.org and Managing Director, Spanyi International

By: Andrew Spanyi, author of "More for Less: The Power of Process Management"

This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Business Process Management - The Design Phase

By: Caspar Hunsche, Managing Director, Process Core Group

Recently somebody asked me what some of the key reasons of failure are for new teams adopting Business Process Management or SCOR. The number one risk is obvious: lack of sponsorship. A close second however is the inability to prove the value (of the team). One of the biggest start-up problems is the focus on getting a project started - get busy. That’s really when the clock starts ticking for proving your value (Now the company is actually spending money on your great idea). Many (start-up) teams have problems getting beyond the analysis phase of a project.

A Framework for Making Better Decisions During Product Definition

Traditional data driven decision-making frameworks work best when the options are well defined and uncertainty is low about future states. The fuzzy front end of product development is rarely characterized by these qualities, but companies often use traditional tools when choosing between potential opportunities. These traditional tools (e.g DCF analysis) tend to favor ideas that are low risk and not very innovative.