“In class when I mapped the freight process, I discovered that the operational process was not the main issue; instead we had some key decisions at the strategic level to consider. Back at work, I have already shared the maps I developed with others and I am developing some dashboards to collect data to focus our improvement efforts. Shelley asked some insightful questions that influenced my thinking and put me in a stronger position to demonstrate what needed to be done.”

Theresa Quinn Accurso
Director of Finance
Shure Inc.

 

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Publications

Why Improvements Evaporate: How to Take 3 Steps Forward Without 2 Steps Back

Profitability or Stagnation? Efficiencies or Deficiencies? It’s Your Choice.

Process Improvement and Lean Office Articles Which is Best for Us?

Top Down, Bottoms Up or Middle Out?

Why Process Sounds Stupid

Standardization or Flexibility – Partners or Enemies?

Leaning Your Organization: Does that Mean Cutting Jobs?

Measures for Meaning: The Art, Science, and Politics of Measures

Redesigning the Campus Research Subaward Process, by Shelley Sprandel, UC Berkeley

Turning the Process Map into a Visual Analysis Map

The Secret Weapons that Lean provides for BPM

Three Secrets to Engaging Business and IT in Business Process Management

Getting the Results You Want from Your Business Processes: Use these Rules for Rapid Results

Five Sigma: Process Improvement for the Less Compulsive

Case studies

When it’s Time to Scale to Meet Market Demand

Getting the Product to Market Faster while Still Meeting FDA Regulations

Providing What Clients Want: Both Personal and Efficient Customer Service

Strategic Planning & Initiatives

Articles

Strategic Planning: Unifying a Community of Many Opinions

The Nine Most Common Ways Initiatives Get Stuck in Organizations

Case Studies

How to Align and Energize Different Community Groups Around One Goal

How to Get Employees Ready for Change Impacting External Customers