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By: Pedro Robledo, BPM process management expert
The discipline of process management (BPM - Business Process Management) makes continuous improvement of any organization possible, by allowing to manage the business processes in an efficient and reliable way. When looking for the quality of an organization we are referring to achieving a degree of inherent characteristics that meets certain requirements, needs or expectations, looking for cost savings, more revenue, greater productivity, greater profitability, greater customer satisfaction, improved branding, motivation and engagement of employees, flexibility and preparation for the future, better respond to customers and business opportunities, improve the cycle time / speed, improve customer satisfaction, retention, and growth ...
These requirements, needs or expectations will become some business momentum in strategic objectives to achieve. Through BPM, companies can have modeling and design transversal processes to be able to manage a correct monitoring of the key indicators related to the objectives to be achieved and whether it is necessary to make the optimizations that facilitate achieving those strategic objectives.
In order to make a great qualitative and quantitative leap in the improvement of its processes and business resources, as well as to achieve true business agility, we must apply methodologies of continuous improvement that allow the optimization of the operational processes in a way that can achieve greater effectiveness , efficiency and performance in the execution of business oriented to obtain the results set.
Three continuous improvement methodologies (Lean, SixSigma and TOC) stand out, which are complementary, allowing to focus on different points of improvement of a process, and increase customer satisfaction by offering the required quality of the products in the right time and services.
Let's see the ones that offer the three methodologies of continuous improvement:
Una de las principales herramientas para la mejora continua en las empresas es el conocido Ciclo Deming o también nombrado ciclo PDCA (Plan - planificar, Do -hacer, Check - verificar y Act – actuar) indicando que se deben llevar a cabo consecutivamente la secuencia lógica de esos cuatro pasos. Pero este ciclo se ha visto modificado por las metodologías Lean y SixSigma, definiendo un ciclo de cinco pasos, denominado DMAIC (Define - definir, Measure - medir, Analyze - analizar, Improve - mejorar y Control -controlar). Pero cuando queremos utilizar Lean+SixSigma+TOC+BPM debemos añadir dos pasos adicionales (SDMAICR): la selección de un proceso a mejorar al principio del ciclo y la reutilización de la mejora al final del ciclo. Veamos estas seis etapas: One of the main tools for continuous improvement in companies is the well - known Deming Cycle or also named PDCA cycle (Plan, Do, Check and Act) indicating that the logical sequence must be carried out consecutively of those four steps. But this cycle has been modified by the Lean and SixSigma methodologies, defining a cycle of five steps, called DMAIC (Define, Measure, Analyze, Improve and Control). But when we want to use Lean + SixSigma + TOC + BPM we must add two additional steps (SDMAICR): selecting a process to improve at the beginning of the cycle and reusing the improvement at the end of the cycle. Let's look at these seven steps:
Lean, Six Sigma and TOC offer BPM continuous improvement methodologies to optimize business processes, and BPM provides the necessary capabilities (modeling, analysis, simulation, decision making, automated flows, task orchestration, KPI monitoring ...) to these methodologies to ensure that participants in a process are focused on value tasks by getting the productivity required to satisfy customers and achieve strategic objectives.
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