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BPMEnterprise.com - Business Process Management Resources and Articles
"Leapfrog to Superior Value!" Article Archive
Vol 1 Issue 25: Facilitating Change, One Person at a Time.
Change within an organisation can be as simple as introducing a new report writing format for shift maintenance technicians, as technical as adopting a new accounting package or as complex as getting managers to start aligning their individual actions and decisions to the broader vision of the business. Whatever its level of complexity, according to Jeffery Hiatt, successful change occurs one person at a time.
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Vol 1 Issue 24: Implementing Your Organisational Performance Measurement System
Implementing a performance measurement system for your organisation means answering the questions: What? Who? When? and How?
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Vol 1 Issue 23: Competing for the Future: Metrics that Determine Tomorrow's Results.
Measures of past and present performance, while important, do not provide sufficient information to manage for the future. An organisation's future performance is dependent on its human capital, the capabilities they bring to the workplace and the culture that enables those capabilites. These factors need to be measured and aligned to the organisation's strategy if is to compete effectively in the future.
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Vol 1 Issue 22: What Are Your Customers Thinking?
Without a thorough knowledge of the customer, a business cannot create offerings to meet their needs. This article discusses customer related measures.
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Vol 1 Issue 21: Effective Organisational Metrics: 5 Things to Look Out For
In order for your organisational metrics to be effective, they must possess certain characteristics. These characteristics are dicussed in this article.
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Vol 1 Issue 20: Common Measurement Problems in Organisations
Most organisations have problems with their performance measurement systems. Some of the more common ones are discussed in the article.
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Vol 1 Issue 19: 5 Reasons to Set Up a Measurement System Now.
Learn how having a performance measurement system can help you report performance, implement and shape strategy, drive improvement efforts and manage individuals.
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Vol 1 Issue 18: Do Your Organisation's Measurements Support It's Goals?
Select performance measures that drive superior results now while improving your competitive edge for the future. This issue's article is a rerun from Vol1 Issue 8.
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Vol 1 Issue 17: How Healthy Is Your Business?
A series of questions to help you uncover gaps in your business practices.
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Vol 1 Issue 16: 2000 Percent Solutions Go to the UN
Cyridion who is with a UN agency in an African country describes his 2000 Percent Solution which resulted in annual savings in excess of one million dollars for his organisation.
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Vol 1 Issue 15: 2000 Percent Solutions from the Real World (2)
The article in this issue tells two more stories of individuals and their achievements using the 2000 Percent Solution method.
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Vol 1 Issue 14: 2000 Percent Solutions from the Real World (1)
The article in this issue tells two stories of individuals who have achieved significant improvements using the 2000 Percent Solution method.
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Click on the book cover the read all but the last two chapters of the book for free.
Vol 1 Issue 13: Stalls That Stop You From Achieving More
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This article discusses "stalls" - harmful mental habits that limit personal and organisational achievement.
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Click on the book cover the read all but the last two chapters of the book for free.
Vol 1 Issue 12: Achieve Twenty Times More - Introduction to 2000 Percent Solutions
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This article,contributed by Don Mitchell and Carol Coles introduces 2000 Percent Solutions, the 8-step process they invented for achieving twenty times or more the usual results using the same resources.
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Click on the book cover the read all but the last two chapters of the book for free.
Vol 1 Issue 11: How to Tell if Your Organisation is Ripe for Change
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The article in this issue of "Leapfrog to Superior Value!" draws attention to various possible areas that might need change in an organisation.
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Kotter offers a highly practical approach to leading change using an eight-stage process. According to Stanley C. Gault, Board Chairman, The Goodyear Tire and Rubber Company, "
Leading Change provides valuable insights that will benefit any organisation contemplating or undertaking major changes to position itself to compete successfully in the global marketplace..."
Vol 1 Issue 10: What Does Accounting Have to Do With Process Improvements?
Connected the measurements theme of two issues ago, this issue
looks at how accounting systems can support or hinder the
successful implementation of business process improvement in
organisations.
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Related Books
In Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, authors Brian Maskell and Bruce Baggaley present a step-by-step method for transforming a manufacturing company's financial functions to support lean manufacturing. This step-by-step method transforms the accounting system to follow the company's pathway through lean implementation covering what needs to be done at each stage to support lean.
A case study runs throughout the text illustrating the lean accounting transformation within the context of the whole lean enterprise. A CD-ROM is included containing detailed forms, charts, and diagrams supporting the transformation to lean accounting.
This book demonstrates how throughput accounting rather than traditional cost accounting is the measurement tool required for business decisions. This information is presented as an in-depth and impartial evaluation of the implementation of the Theory of Constraints at over 20 companies. Seven of the case studies are described in detail, including the original thinking process with diagrams as constructed by the companies' managers. Fascinating and enlightening reading!
Vol 1 Issue 9: Organisational Change That Lasts.
Attempts at improvement in most organisations do not lead to lasting change. Here's a change management process to alter all that.
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Related Books
Kotter offers a highly practical approach to leading change using an eight-stage process. According to Stanley C. Gault, Board Chairman, The Goodyear Tire and Rubber Company, "
Leading Change provides valuable insights that will benefit any organisation contemplating or undertaking major changes to position itself to compete successfully in the global marketplace..."
Vol 1 Issue 8: Do Your Organisations Measurements Support Its Goals?
Select performance measures that drive superior results now while improving your competitive edge for the future.
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This primer distills the essence of an important topic and presents it in plain language for leaders. Measuring Performance show how advanced measures are giving leaders new leverage to create change, manage performance, and produce better results. It covers developing the right measures, using metrics to improve performance, and key issues that arise in deploying metrics.
Vol 1 Issue 7: Superior Performance - What's Holding Your Organsation Back?
Learn to locate and overcome the constraints that limit your organisation's performance. This article approaches business process improvement from the perspective of the Theory of Constraints.
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The Goal is a business book disguised as a novel in which the central character Alex Rogo slowly learns and applies the powerful principles of the Theory of Constraints to his ailing manufacturing plant. The central proposition of the Theory of Constraints is that every organisation can be viewed as a chain. By strengthening the weakest link on a chain, the whole chain is strengthened. In a similar manner organisations need to locate the constraining factor in their business, because any improvements there can have disproportionately huge impacts the whole system. It is a measure of the value of the book that it has sold over two million copies and been translated into several languages. To quote Tom Peters, "A factory may be an unlikely setting for a novel, but the book has been wildly effective..."
Vol 1 Issue 6: Some Lean Six Sigma Tools - Part 2
The cost, speed and quality leaps of Lean Six Sigma are obtained through the application of appropriate tools. We conclude by reviewing some tools from the Analyse, Improve and Control phases of DMAIC.
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Bestselling Lean Six Sigma author Michael George provides the first pocket guide for deployers of Lean Six Sigma The Lean Six Sigma Pocket Toolbook blends Lean and Six Sigma tools and concepts, providing expert advice on how to determine which tool within a "family" is best for different purposes. Packed with detailed examples and step-bystep instructions, it's the ideal handy reference guide to help Green and Black Belts make the transition from the classroom to the field. Features brief summaries and examples of the 70 most important tools in Lean Six Sigma, such as "Pull," "Heijunka," and "Control Charts" Groups tools by purpose and usage Offers a quick, easy reference on using the DMAIC improvement cycle Provides comprehensive coverage in a compact, portable format.
Vol 1 Issue 5: Some Lean Six Sigma Tools - Part 1
The cost, speed and quality leaps of Lean Six Sigma are obtained through the application of appropriate tools. Following the DMAIC improvement model of Lean Six Sigma, we will look at a number of tools from each phase.
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Thomas Pyzdek offers expert, proven advice on using Six Sigma to retain customers and enhance bottom line performance while cutting costs dramatically. He explains exactly how to make Six Sigma work, including organizing for Six Sigma, the various levels of technical proficiency required, criteria for selecting personnel for training, using customer requirements to drive strategy and operations, successful project management, and much more.
For the manager or quality professional charged with implementing or supporting Six Sigma--no matter the industry--this timely guide will help any organization achieve the goal of becoming a truly world-class operation.
Vol 1 Issue 4: Six Sigma Service at the Speed of Lean
Are you desirous of transforming your serivce operations by eliminating non-value added work and ensuring high quality? Borrow Lean Six Sigma concepts from manufacturing.
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Lean Six Sigma for Services fills the need for a service-based approach, explaining how companies of all types can cost-effectively translate manufacturing-oriented Lean Six Sigma tools into the service delivery process. Filled with case studies detailing dramatic service improvements in organizations from Lockheed Martin to Stanford University Hospital, this bottom-line book provides executives and managers with the knowledge they need to: Reduce service costs by 30 to 60 percent Improve service delivery time by 50 percent Expand capacity by 20 percent without adding staff.
Vol 1 Issue 3: Continuous Improvement - The Lean Six Sigma Left Right Punch
Do you want high speed, low cost and high quality business processes that zoom you ahead of the competition and keep your customers coming back? Harness the power of Lean Six Sigma.
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Lean Six Sigma explains how to impact your company's performance in each, by combining the strength of today's two most important initiatives Lean Production and Six Sigma into one integrated program. The first book to provide a step-by-step roadmap for profiting from the best elements of Lean and Six Sigma, this breakthrough volume will show you how to: Achieve major cost and lead time reductions this year Compress order-to-delivery cycle times Battle process variation and waste throughout your organization Separately, Lean Production and Six Sigma have changed the face of the manufacturing business.
Vol 1 Issue 2: Adopting a Business Process Approach to Management - 6 Critical Steps
Is your organization ready to start reaping the rewards of managing business processes rather than functions? Find out the six critical steps that will get you there.
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Providing proven techniques for identifying, modeling, and redesigning business processes, and explaining how to implement workflow improvement, this book helps you define requirements for systems development or acquisition.
Vol 1 Issue 1: Think "Business Processes" Not "Departments" - 5 Compelling Reasons
Is yours a customer focused, value adding, quality conscious organisation? Changing from functional thinking to a business process orientation will help you move closer to achieving these goals.
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A process-managed enterprise makes agile course corrections, embeds Six Sigma quality and reduces cumulative costs across the value chain. It pursues strategic initiatives with confidence, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion. Process management is the only way to achieve these objectives with transparency, management control and accountability. The process-managed enterprise grasps control of business processes and communicates with a universal process language that enables partners to execute on shared vision --to understand each other's operations in detail, jointly design processes and manage the entire lifecycle of their business improvement initiatives.
