Process Improvement: Lean Six Sigma…Always Together?

Because Alan Ramias began his career at Motorola in the 1980’s when the company decided to improve product quality tenfold by combining Lean and Six Sigma techniques, he was a bit baffled when articles began to appear many years later extolling the advantages of unifying the methodologies. In this Column, he recounts the processes Motorola undertook to educate their employees on implementing the combined methodologies. Read this interesting account of the history of Lean Six Sigma.

Performance Architecture: Disruptive Design

Using the Apple Store’s design as a model, Roger Addison and Carol Haig describe how Apple has successfully created a space that excites and accommodates customers’ needs and desires. Read their Column to learn how their Apple store experience led them to consider the importance of design in engaging customers and how the design drives Apples’ sales and service process to such great success.

Process Solutions: Life in the Cloud: Part III – Scaling Up

The process of building software applications and making them available to users over the internet has evolved over time. In this Column, Tom Bellinson presents a brief history of web hosting to see how we arrived at our present state and why. Details inside.

Human Processes: Measuring Change

In this Column, Keith Harrison-Broninski uses the Casual Loop Diagram as a starting point for measuring change. He provides a step by step method for aligning system dynamics with business processes. He has used this approach successfully in large-scale, multi-stakeholder environments. Keith would welcome your questions on how you might apply this approach in your organization.

Harmon on BPM: Sustainable Business Processes

In a world in which water and energy are becoming increasingly more expensive, and the negative effects of industrial processes and waste disposal are increasingly scrutinized, efforts at sustainable waste processing processes are going to be increasingly necessary. Read Paul’s Column for an account of his recent visits to companies where sustainable waste processing has become a major priority.

Business Rules Solutions: Pattern Questions for Harvesting Business Rules from Business Process Models

In this Column, Ron Ross and Gladys Lam discuss business rules as a powerful tool for practitioners to simplify business process models and enhance their quality. Pattern questions assist not only in capturing related business rules, but also in discussing related business issues with business stakeholders. Their Column presents a targeted set of pattern questions to assist in that process and illustrates them with practical examples.

Class Notes: Power of Text-mining in BPM

Jan vom Brocke, with his colleagues, Stefan Debortoli and Oliver Mueller, investigate text-mining’s potential to support BPM capabilities. Their results show that text-mining offers significant potential for building BPM capabilities in both exploitation and exploration. They identify the considerable potential of applying text-mining in BPM and conclude with a call for more discussion and contributions to this promising new lens through which to build BPM capabilities.

Harmon on BPM: Where is BPM Today?

In his Column this month, Paul highlights the development of BPM from 2003 to the present. While the focus on BPM may appear to have declined a bit, Paul observes that it has morphed into something more complex, but no less important… Today, leading companies are working to automate more complex cognitive processes – an effort that will continue to be a challenge over the course of the next few decades.

Practical Process: The Next Table Will Be Yours

Queuing for a popular restaurant that does not take reservations presented Roger Tregear with a great opportunity for introspection about process change. Read his Column for his analysis of how the queuing process might be improved.

Business Analysis: Change Management – Mitigating the Risk of Failure

Business process management requires the skills and knowledge to assist stakeholders to adopt and incorporate change at all levels of an organization. To accomplish this, Maureen McVey proposes change management principals as the cornerstone for every organizational shift.