Process Improvement

Find here articles on all aspects of process improvement. The experts show you why managing processes is critical, how to map processes and set up a cycle of continuous improvement, plus more.

  • Process 'n' People – Synergies for Improved Business Performance

    by Leslie Allan AIMM MAITD

    Involving employees in mapping business processes not only increases business efficiency, it also improves employee morale and productivity. Leslie Allan illustrates ten key pointers you need to keep in mind to get the most out of your mapping project.

  • What's Holding You Back? Tips on Managing Your Biggest Constraints

    by Adele Sommers Ph. D.

    The output from our departments, projects and entire organizations is limited by bottlenecks. Many managers and business owners fail to realize that by not attending to these system constraints, they are limiting their success.

  • Standardize Your Process to Improve the Bottom Line

    by Donald Bryant

    In this article, Donald Bryant discusses the significant advantages to be gained in standardizing process. The discussion centers on the healthcare industry, however, the points made are applicable to all industries.

  • Balancing Top-Down and Bottom-Up Change Processes

    by Jim Clemmer

    Managers' behavior is the single most important variable in the success or failure of any organization's change or improvement effort. This starts with recognition that the organization is full of current or potential change champions.

  • How Do You Know You Are Getting Better? Use Data to Drive Improvement

    by Donald Bryant

    All around us success is measured. A football team measures its wins by its scores. We measure the success of our investments by their rates of return. To really measure quality improvement in healthcare or any other business requires that we use data to measure our success. This article gives you tips on how to do this.

  • Lean Strategies for Lean Leaders and Their Teams

    by Melanie Beaumont

    Convincing decision-makers and other stakeholders of the benefits of Lean Manufacturing is no easy task. In implementing Lean, you will also meet a number of roadblocks. Here are some useful strategies that you can use to ensure that your Lean project meets with success.

  • Learning to Run the Lean Marathon

    by Mark Eaton

    Organisations looking to implement change that is sustainable in the medium to long term need to have three key attributes to be successful. Based on research undertaken with dozens of businesses, this article explores the key factors that can make your improvement programme (including Lean) successful.

  • Writing Procedures: Tips on How to Create Effective Documents

    by Leslie Allan AIMM MAITD

    Writing effective policies and procedures is a learned skill. Organizations that do not get it right suffer from political infighting and employees not knowing what they are meant to be doing from one day to the next. In this article, Leslie Allan brings together the factors that mean the difference between effective, well written procedural documents and those that are simply left on the shelf.

  • How Do I Choose the Right ERP System for My Business?

    by Dave Stephenson

    Implementing an Enterprise Resource Planning (ERP) system in your business can give you real-time data across your complete production or service process chain. Choosing the right ERP system is fraught with traps for the unwary. This primer introduces you to the questions you need to ask if your choice is going to lead to a real business benefit.

  • Making Business Improvement Happen: How 40 Dollars Saved 400,000 Dollars

    by Tim Sweet

    If a doctor told you that you had internal bleeding you'd have to go to the hospital and get that fixed, pronto. But businesses everywhere are "bleeding" money while not applying so much as a Band-Aid. They do nothing because they can't see the source of leaks, and they wouldn't know how to fix it if they did. This bleeding may not be fatal, but it does unnecessarily jeopardize profits. Simple and inexpensive process changes can often stop such losses.

Six Sigma

  • Business Process Management – The Six Sigma Approach

    by Peter Peterka

    Managing a business entails a wide variety of responsibilities and project managers have to be up to the task. Fortunately, there are Business Process Management technologies in place to help processes run more smoothly. However, Six Sigma does more than just help processes run more smoothly. Six Sigma is a methodology. It allows for continuous improvement of processes, on a project-by-project basis.

  • Six Sigma Tools

    by Peter Peterka

    Statistics are at the heart of Six Sigma's powerful methodology for quality improvement. It pays to get to know some of the most important of the Six Sigma statistical tools.

  • The DMAIC Method in Six Sigma

    by Peter Peterka

    The Six Sigma DMAIC process methodology is a system that brings measurable and significant improvement to existing processes that are falling below specifications. This article explains the basics of when and how to use the DMAIC methodology.

  • Design of Experiments for Six Sigma

    by Peter Peterka

    Design of Experiments is an important tool within the Six Sigma methodology. It helps to bring to the surface hidden causes of process variation. This article takes a look at this statistical and structured approach to finding cause and effect relationships within process data.

  • Handling Statistical Variation in Six Sigma

    by Peter Peterka

    Six Sigma's clear strength is its use of data to drive the decision making process. This article explores how the Six Sigma methodology identifies and analyses statistical variation in business processes to achieve higher levels of customer satisfaction and reduce operational costs.

Drop us a line telling us what you think and suggesting subjects that you would like to see covered.

Article submissions may be forwarded to submissions@businessperform.com

Note: Business Performance Pty Ltd actively encourages the sharing of information. However, the opinions expressed in the submissions below are those of the individual authors and do not necessarily reflect the view of Business Performance Pty Ltd.

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