• Main website
  • Case Studies Home
  • Case Studies
    • Green Belt
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Black Belt
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Master Black Belt
    • Lean Success Stories
  • Articles
    • LSS topics of common interest
    • Insights for Green Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Black Belt Tool Application Examples
    • Lean Insights
    • Lean Six Sigma Leadership
    • For Master Black Belts
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
    • Leisure and Fun
  • Blog

Seven Deadly Sins of Business Process Management

Business process management is not as safe as it might seem. There are 7 errors (better addressed as sins) that the process improvement team must avoid.

  1. ‘Management’ doesn’t always mean the same: Process Automation is not Process Management. For a process improvement to be effective, understanding the requirement of the business is crucial.
  2. Redundancies, and working in silos are not judicious: Improving a section of the process, without taking the upstream or the downstream into consideration, results in fiascos in the long run. Studying the entire system, and the effect of change through the full path, is what brings about effective business process management. Maintaining a common process knowledge and shared enterprise asset can save redundant work, resulting in efficiency as well as profit.
  3. Use the framework, avoid reinventing: Using a standard language speeds up the process. Without a central framework, the improvement process takes longer and seldom remains systematic. Use of APQC’s PCF, ITIL can help provide a central structure to base the business process management.
  4. Rather than role based, information availability should be need based: In an organization, an individual could have multiple responsibilities. When he seeks an information from a certain repository, an efficient system should provide the necessary information relevant to his task or role, rather than making it complicated and obscure.
  5. Outdated information has no value: In Business Process Management, ownership and relevant updation of information holds a vital role. Changes, if any, should be approved and according updated to ensure constant improvement.
  6. Making documentation difficult to comprehend: In a process, the relevant documents should be made easy to understand. A complex diagram might neither be relevant, nor will it be understood by the end-users. Basically, the information should make sense to the targeted consumer.
  7. Drive the need for process improvement: Use frameworks, involve the employees, and keep the information updated. Such tactics drive the need for adopting the changes in the process.

See full story on processexcellencenetwork.com

March 20, 2011   Benchmark Six Sigma
Insights for Black Belts, Insights for Green Belts
×

  • Measuring the Unmeasurable: Gage R&R for Transactional Six Sigma Projects

Leave a Reply

Cancel

You must be logged in to post a comment.

Categories

  • Articles
    • Black Belt Tool Application Examples
    • For Master Black Belts
    • Green Belt tool application examples
    • Insights for Black Belts
    • Insights for Green Belts
    • Lean Insights
    • Lean Six Sigma Leadership
    • Leisure and Fun
    • LSS topics of common interest
    • New to Lean Six Sigma
      • Lean Expert Basics
      • Six Sigma Basics
  • Case Studies
    • Black Belt Qualified
      • Example Black Belt Projects-Health Care
      • Example Black Belt Projects-Manufacturing
      • Example Black Belt Projects-Services
    • Green Belt Qualified
      • Example Green Belt Projects-Health Care
      • Example Green Belt Projects-Manufacturing
      • Example Green Belt Projects-Services
    • Master Black Belt
  • Featured Articles
  • Lean Qualified
    • Lean Success Stories
  • Project Management Articles
  • Uncategorized

Archives

  • April 2021
  • November 2015
  • April 2015
  • March 2015
  • February 2015
  • January 2015
  • December 2014
  • November 2014
  • October 2014
  • September 2014
  • August 2014
  • July 2014
  • June 2014
  • May 2014
  • April 2014
  • March 2014
  • February 2014
  • January 2014
  • December 2013
  • November 2013
  • October 2013
  • September 2013
  • August 2013
  • July 2013
  • June 2013
  • May 2013
  • April 2013
  • March 2013
  • February 2013
  • January 2013
  • December 2012
  • November 2012
  • February 2012
  • March 2011
Copyright © 2023 Benchmark Six Sigma