Organizational Improvements always comes down to strong effective Teams
Business Process Management
In business or government the need for higher productivity, better quality, and speed has caused management to look for techniques and methods to make improvements. This has led to lean manufacturing or service, six sigma, lean six sigma, total quality management and so on. While these techniques have led to significant improvements in some of these organizations, many organizations have been unable to sustain the momentum. The underlying problem relates to the disconnect between the execution of their strategy and the day to day processes that produce value for the customer and the returns to the stakeholders. The primary reason for this is because these organizations fail to look at their business processes as a whole. They only look at the software development process or business transaction process or some other specific function of the business. It is important to improve the entire gamut of business processes to achieve the desired competitive edge.
The strategy of the organization provides the organization with the “what” we should be doing. The processes of the organization provide the organization with “how” or the tactical day to day operation of the organization. The answer can be found in creating a framework for the business processes. This framework emphasizes on capturing and documenting the business process and the metrics defining the needed level of performance for each business process. In other words, the organization needs to focus on improving the maturity level of key business processes.
Most management teams believe that their organizations are process oriented and they understand how their products or services are delivered to their customers. The reality is that they don’t really understand how the work is actually performed. Business Process Management (BPM) is a methodology that provides a management team and the organization as whole with a clear perspective in how work is actually performed.
Organizational performance requires us to understand and execute strategy. The inability to execute strategy can be blamed on many factors:
- the economy
- the competition
- traditional mindset of the organization
When this happens we embark upon all sorts of the efforts, which can be found in the current literature, to fix it. We start programs that like Six Sigma, Lean, Process Re-engineering, etc., etc. But if we don’t have a clear picture of how our products or services are produced, we will only get marginal results. BPM provides us with a clear picture of how the work is performed.
Business Process Management consists of defining and managing the end to end or value chain processes of the organization in order to achieve the outcome of improved execution. While this sounds very straightforward, reality is that it is not done or poorly executed in most organizations. Figure 1-1 From Strategy to Results shows the flow of strategy to operational plans and indicates that the Value Stream Processes are a grey area, that when executed properly provide the organization with the results requires. BPM sounds simple, but it is conflict with traditional management thinking. The vast majority of management teams think of their organization in terms of the functional organization chart. They have little or no understanding of the work is actually accomplished.
Specialty Lean Six Sigma Courses
The implementation of Six Sigma starts with top management. Management commitment is one of the most critical components for a successful Six Sigma implementation and will determine how to focus and deploy Six Sigma so that key business priorities and strategy issues are addressed. It establishes the corporate-level goals and targets and determines how the Six Sigma initiative will initially be focused.
The following classes are available for onsite delivery to our corporate customers:
- Six Sigma Executive Coaching: Designed as a one or two-day course aimed at executive level management to raise awareness of what Six Sigma is and why management is the key to a successful launch.
- Six Sigma Champion Training: Two days of training on what Six Sigma is and the roles and responsibilities of a Champion. It will provide the champion with the knowledge of how their role supports the efforts of the Black Belt both logistically and organizationally.
Lean Six Sigma Certifications
Yellow Belt Certification: 12 hours/12 PDUs
The 2-day Yellow Belt course is designed to provide a basic understanding of the fundamentals of Six Sigma, its metrics, and basic improvement methodologies.
Green Belt Certification: 35 hours/35 PDUs
After successful completion of this program, participants will be able to form and facilitate Six Sigma teams, manage basic Six Sigma projects and implement tools, techniques and practices to achieve cost reductions and quality improvement within their organization.
Black Belt Certification: 70 hours/70 PDUs
Upon completion, students will be equipped to manage advanced Six Sigma projects and to actively lead organization-wide improvement efforts. Black Belts will learn how to apply advanced tools and techniques to achieve cost reductions and quality improvements in their organization and be able to guide, mentor, and define projects for Green Belts.
Master Black Belt Certification: 35 hours/35 PDUs
Students will be learn to train, mentor and coach everyone in the organization who is involved in Six Sigma and raise the level of organizational competency with respect to Six Sigma. They will also be able to develop and conduct training sessions, transfer lessons learned and assist upper management to drive change by fostering an organizational culture of continuous improvement.