Process Improvement: Sole Survivor: Finding that First Opportunity

Alan Ramias recounts his first experiences as an internal improvement consultant at Motorola in the early 1980’s—a time when the notions of BPM and improving business processes were unknown. From that experience and those in the intervening years, Alan has gleaned several lessons which he shares in this Column.

Process Improvement: Sole Survivor: How to be Successful as a One-Person BPM Shop

Alan Ramias launches a series of Columns the purpose of which is to suggest things you can do early in the game to get somewhere with BPM when there is only you (at least at first).The early Columns will focus on tactics for early success, as opposed to tools and methods. Read the first in Alan’s Sole Survivor series.

Process Improvement: Are Process Architectures Useful?

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.

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.

Process Improvement: Real Process Ownership

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.

Process Improvement: Business Modeling—Is That What We Do?

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.

Process Improvement: The Behavioral Side of Improvement Work: Engaging Leaders

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.

Performance Improvement: The Behavioral Side of Improvement Work—A Walkthrough

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.

Process Improvement: Behavioral Methods Applied to Lean Six Sigma

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.

Process Improvement: Integrating Process Management

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.