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“As part of the management team, I realized that Finance, Accounting, and Administration needed to build an understanding of how Lean works for the administrative side and in support of our manufacturing Lean Journey. This class solidified the concepts and philosophy with specific examples that enabled me to internalize the knowledge. I plan on getting together with two plant controllers to do additional training and projects in the local area, and implement improvements like the ones I did in class of the value stream mapping of the month end close.”

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How Do You Bring Innovation into the Core Business?

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Brad Power, management consultant, blogger for Harvard Business Review, and partner at FCB Partners in Boston started a LinkedIn dialog with the question, How Do You Bring Innovation into the Core Business? a few weeks ago. I was too late to join in, but I thought there were several worthwhile responses and I wanted to […]

BPM Practices: Differences in Large Companies vs. Middle Market Companies?

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Want to Participate?

Are there really any differences between business process management (BPM) practices, success factors and derailers between large companies and middle market companies? I have worked on business process improvement (BPI) projects in both but am just now researching the similarities and differences.

If you would like to participate in the study, […]

Laying the Foundation for Continuous Improvement, Phase One – Part 1

Guest Blog

Guest Blog

By Lisa Meschi

Many organizations begin to emphasize continuous improvement (CI) in times of economic downfall to eliminate any potential waste, but we were different—we created our CI effort because we were thriving, and we wanted to sustain our success as we continued to grow and expand.

Our company specializes in genetics […]

Setting up a BPM Measurement System - Part 3 of 3

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If you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective? Parts 1 and 2 covered Levels 1, 2 and 3 measurement elements based on the process maturity graphic below. This part covers […]

Setting up a BPM Measurement System - Part 2 of 3

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If you’re working on a single business process improvement project or many processes across the enterprise, you need a measurement system. But how do you build one that is comprehensive, efficient and effective? Part 1 covered Level 1 and 2 measurement elements based on the process maturity graphic below. This part covers Level 3.

[…]