Alan Ramias

Alan RamiasAlan Ramias is a Partner of the Performance Design Lab (PDL). He has had twenty-five years of experience in performance improvement and organization effectiveness.

Alan was employed by Motorola for ten years as an internal consultant on organizational performance. As a member of the team that founded Motorola University, he was the first person to introduce Geary Rummler's pioneering concepts in process improvement and management to business units within Motorola. Alan advocated and led several of the first groundbreaking projects in process improvement that evolved to the invention of six sigma and Motorola's winning of the first Malcolm Baldrige Award in 1988. Alan was also involved in major restructuring projects at Motorola, and in job design work, compensation planning, workplace literacy, and educational program development.

After joining The Rummler-Brache Group in 1991, Alan led major successful performance improvement engagements within Fortune 500 companies. His experience spanned several industries and the full spectrum of corporate functions and processes, such as strategic planning, manufacturing, product development, financial management, and supply chain. Major clients included Shell, Hewlett-Packard, 3M, Citibank, Motorola, Steelcase, Citgo, Hermann Miller, Louisiana-Pacific, and Bank One. After leading many high-profile projects, he became a partner and Managing Director of Consulting Services at RBG. He led development of much of RBG's products and services, and was responsible for selecting, training and mentoring RBG's consultant teams. Upon leaving RBG, Alan founded his own consulting company, where he continued to practice in the field of performance consulting. He was also involved in several organizational restructuring initiatives in the U.S. and in Asia.

Alan can be reached at

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.

Process Improvement: Framework for Enterprise Alignment—Part 3

Process Improvement: Framework for Enterprise Alignment—Part 3 In this, the final Column of a three-part series, and, sadly the final Column of the collaboration between Geary Rummler and Alan Ramias, the authors add the technology and human resource dimensions to complete the framework for modeling the business architecture layer of enterprise architecture. The previous two […]

The Mists of Six Sigma

The Mists of Six Sigma Alan Ramias worked at MTEC, which later became Motorola University, during the Eighties when Six Sigma was born and evolved. In this article he sorts through the various myths surrounding Six Sigma and provides an insightful look at the real origins of Six Sigma.