Uniting the Religions of Process Improvement

First Friday Book Synopsis

Bob's blog entries "Black Belts" Brad Power Business Process Management (BPM) Chemical company Air Products four process improvement "religions" General Electric Harvard Business Review blog Harvard Business Review’s Daily Alerts Kaizen Lean Lean "senseis" Lean Enterprise Institute Michael Hammer Motorola Shell Oil Six Sigma the Toyota Production System Toyota Uniting the Religions of Process Improvement

The manager as coach

Chartered Management Institute

Whilst the improvement of process is a mature activity, with methods such as lean, six sigma and BPM decades old. Continuous improvement is one of those areas that no organisation can afford to overlook. You are not watching this post, click to start watching read more

BPM 52

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Warning: Your best practices stink

Chartered Management Institute

Methodologies abound to help organisations achieve process excellence, be that through lean, six sigma or BPM. The notion of creating a constantly evolving organisation that is always seeking out better ways to do things is far from new.

BPM 70

Five Coaching Tips to Help Business Process Management Leaders Succeed

Strategy Driven

When organizations want to build a process culture, they need to identify leaders for each process improvement effort—namely an Executive Sponsor, Process Owner, Project Lead and Business Process Management (BPM) Team Facilitator. Want to learn more about BPM metrics?

Uniting the Religions of Process Improvement

Harvard Business Review

When they set out to turn around processes that have become woefully inefficient or ineffective, most companies choose one of four process improvement "religions": Lean , Six Sigma , Business Reengineering or Business Process Management (BPM). For example, several companies embarked on Six Sigma programs after their CEO heard about GE's success with the approach, and many other companies have adopted Lean because of Toyota's success. Operations Productivity BP

Avoid the Improvement Hype Cycle

Harvard Business Review

Thus, today we have a number of process "religions": Statistical Process Control was followed by Total Quality Management, Business Reengineering, Six Sigma, Lean, and Business Process Management (BPM, which emphasizes process management software). Many organizations choose "process excellence," "operational excellence," or "continuous improvement" as their improvement umbrella, rather than something like "Lean Six Sigma."