Oh the silo world, the business viewpoint that is only comprised of the little corner of the world. Departmental mental models just impede. That is one of the powers of the Six Sigma, for process management in Six Sigma means managing the process across the enterprise, rather than just the departmental functions.
One way that process management expands mental models is to assure teammates understand the role they play in obtaining and understanding the customer’s requirements and expectations. Ultimately this results in teams that identify processes that need improvement.
When implementing the Six Sigma process management methodology, the four steps to be followed are:
- identifying core processes
- identifying the customers for those processes and their key requirements.
- developing performance measures for the core processes
- choosing the processes to be improved.
Three criteria are available to help Six Sigma teams choose their processes:
- Performance level - Improvement projects should be considered for those processes with the lowest current performance levels relative to other processes in the organization and relative to competitors' processes.
- Business strategy - Improvement projects should be considered for those processes that are key to an organization's business strategy. If a company is looking to become a cutting-edge technology firm, it might want to improve its research and development processes.
- Financial benefit - Improvement projects should be considered for processes that could generate the greatest financial benefit .
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1 Comments to “Process Management”
Six Sigma also needs to start from the Value Chain down and needs to have enterprise-wide buy-in end to end in order to succeed.
Yet, to do this is a massive task - its like asking a cargo ship to turn 90 degrees, it can be done but requires 5km pre-warning and reduced speed something which enterprises buck.
LEAN is probably another approach to what Six Sigma wants to achieve and its core principal really is success and fear of it.
If silos exist inside the enterprise its usually common that folks within are very protective of their silos and are resitance to change. So in order to accept change they have to have buy-in before the silos can be broken down. Most of the time this is usually achieved through "dominant force" - albeit - Competitive Success.
If one Silo is embarassing another, alliances are made and movement happens. That or if they are smart "policies/rules" are suspended and the job gets done.
That's the reality of what my experience in enterprise is.
Fear dominates outcome - as sad as that sounds.
I also like at times to remind fellow management of what the definition of the word "business". I then followup with how they contribute to the concept of "profitable gain".
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Welcome to the Healthcare IT Project Management Blog of Elyse Nielsen. This is the place where I share the ideas I have learned, the things I’d like to remember, and my thoughts for a brighter future. Find out more.
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