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Michael Hammer created wonderful assumption busting guidelines for redesigning processes in his book Reengineering the Corporation, like As few people as possible should be involved in the performance of a process. (Several jobs are combined into one.) Workers make decisions. Processes have multiple versions (for different market segments). I find that after Discovery, Modeling and […] 
Guest Blog By Mary Grace Gardner, Director of Strategy and Performance Improvement in the San Francisco Bay Area. What do the following three things have in common: dropping a ping pong ball either into a bucket that says ‘yes’ or ‘no’ at the end of day, checking whether wearing a bright yellow sash during medication […] 
Guest Blog By Mary Grace Gardner, Director of Strategy and Performance Improvement in the San Francisco Bay Area. What do the following three things have in common: dropping a ping pong ball either into a bucket that says ‘yes’ or ‘no’ at the end of day, checking whether wearing a bright yellow sash during medication […] 
Traditional metrics are centered on financial, operational, and employee data. The newer organizational process metrics measure how a process works from the company point of view and the customer point of view. How is the company doing at meeting a customer needs (such as accuracy, responsiveness, service, speed, completeness) and how is the process […] 
There are many ways to ‘do’ business process improvement projects. It’s best if the company has a methodology from BPM, Lean, Six Sigma, Reengineering or some other methodology. Here’s the one I use, starting with selecting the project and ending with monitoring and sustaining the project; ‘doing’ the process improvement project means completing the section […] |
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