There are several methods and practices for achieving process improvement, speed and complexity. In this article, I've focused on a popular one: Lean Six Sigma. This single improvement method is derived from two other powerful process improvement methods to help you increase the speed and effectiveness of your business processes. At Triaster, we understand that it can be difficult to achieve your business goals without a good framework to support your improvement projects - so we have displayed the benefits below of Lean, Six Sigma and Lean Six Sigma.
Topics: Process Improvement
DMAIC is a 5-step method for improving processes, and it is itself a process. However, it is nearly always described diagramatically as a cycle in terms of the Activities involved, these being:
Of concern to senior managers in nearly all organisations is that resources are invested in those projects that deliver the best return on investment. The long term potential of an organisation rests in the ability of senior management to make these investment decisions well...
Since the introduction of software tools in the 1990's that enabled the desktop production of business diagrams, literally billions has been spent producing countless numbers of flowcharts, process maps and flow diagrams. But to what measure do they demonstrate a successful process improvement model?
In the globalised world that we live in today, the question of how to share business processes across multiple countries and multiple language is a very real one. Global organisations often deliver their end-to-end processes across both several languages and several countries. In order to deliver a consistent, quality product or service, it is essential that they can share their business processes across several languages and countries too.
This article looks at how this can be achieved.
Continuous Improvement is the repeated modification of the ‘way we do things’, each modification moving the organisation closer to its improvement goals (whatever these may be).
Put simply, a key benefit of a Business Process Management (BPM) system is realised when a person references the information contained within it. The more often this happens, the more benefit is realised. So, sharing the content of a BPM system with your supply chain immediately increases the benefit of having the content in the first place. Similarly, sharing it with auditors, customers, business partners, joint venture partners and so on are all great ways of multiplying the ROI from creating the BPM system.
Modelling, time, effort and cost in process maps is a surprisingly complex topic in Business Process Management (BPM), with many different approaches. In this article I shall explore an approach that many Triaster customers have found useful. I hope that you do too.
Topics: Process Improvement
I have a favourite graph, a thing of great meaning and insight in relation to Business Process Management and the need for control and governance in business.
The United Kingdom's recent vote to leave the European Union is likely to have some very strong implications for quality and risk management. This article will explore some of the key areas that may be impacted by the referendum result and how business process management can help to mitigate any risks that might surface.