In his Column last month Paul Harmon questioned the value of developing a detailed process architecture. The debate continues on the BPTrends LinkedIn site. In this Column, Alan Ramias reflects on his own extensive experience with process architectures and how his opinion about the value of such an exercise has changed several times.
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.
What is real process ownership? Applying his twenty-five years of experience as a consultant in performance improvement at the Performance Design Lab, Alan Ramias defines real process ownership and also suggests how to create and sustain it in your organization.
Alan Ramias doesn’t think the BPM label adequately describes what many process practitioners actually do. In his experience as a consultant called in to provide solutions to a variety of process problems, he begins by modeling the existing organization before seeking solutions. Many organizations do not properly identify their problems and by modeling the organization as it exists, it is easier to identify the problems and opportunities and to gain consensus regarding the solutions and establish priorities. In his Column he presents The Value Creation Hierarchy, the frame of reference he and his colleagues use to do the modeling.
In the final Column of their Behavioral series, Alan Ramias and Paul Fjelsta focus on the role of management and how a behavioral approach can improve the impact of leaders on process improvement efforts. They suggest a set of guidelines for anyone in charge of facilitating or guiding a change effort.who wants to be more effective in engaging the right kind of leadership involvement.
In the third Column in their series on behavior and performance improvement, Alan Ramias and Paul Fjelsta present a walkthrough of the integration of behavioral analysis and design into a typical process improvement project. They demonstrate how they use behavioral tools to more effectively engage leaders and design better future state processes.
Alan Ramias and Paul Fjeista continue their series on the behavioral side of BPM and Process Improvement. In this Column, they highlight specific places where typical Define, Measure, Analyze, Improve and Control (DMAIC) projects could be modified or supplemented to identify and address behavioral matters.
In this, the second Column of a series on how to integrate process management into an existing management system, Alan Ramias provides an example of how it can be done on a larger scale—by extensively integrating tools, roles and practices of process management into an organization.
In their Column this month, Alan Ramias and Cherie Wilkins begin a series on how to succeed at integrating process management into an organization. Their initial discussion of this topic logically focuses on some of the barriers to installing effective process management. We look forward to future Columns when they will propose ways of doing this work that minimizes those barriers.