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 191 - 200 of 263 resources matching your criteria.

Integrating Lean Six Sigma with BPM to Better Manage Process Performance

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.

Process improvement: A Case Study in Revenue Generation Process Improvement

BPMS Watch: Analyzing and Optimizing Process Performance

Case Study: Gaining A Competitive Advantage From Alliance and Channel Predictive Analytics

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

Case Study: BPM to Sarbanes-Oxley: Why Don't We Ever Talk?

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?

Applying Process Design Principles

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.

Implementing BPM - Reports From the Field

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?

Delivering Business Results via Performance Metrics

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.

BPM & SOA: A Look Into the Future

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.

Six Sigma & Business Process Managment Equals Results

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.

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