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.

Making Process Management a Reality

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.

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